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2018/2019  KAN-CBUSV2027U  Managing Enterprise Architecture and Technology (T)

English Title
Managing Enterprise Architecture and Technology (T)

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Start time of the course Spring
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
BUS Study Board for BSc/MSc in Business Administration and Information Systems, MSc
Course coordinator
  • 20%
    Matthias Trier - Department of Digitalisation
  • 80 %
    Till Winkler - Department of Digitalisation
Primary course coordinator: Till Winkler.
Main academic disciplines
  • Corporate governance
  • Information technology
  • Strategy
Teaching methods
  • Blended learning
Last updated on 19-02-2018

Relevant links

Learning objectives
The student should be able to...
  • make a case for the strategic role of IT in the enterprise and the need for business/IT alignment
  • analyze and make suggestions for how to improve the assessment, prioritization, and management of major IT initiatives
  • describe different enterprise architecture frameworks and appy them to assess a company's maturity
  • model and analyze business processes, systems, and other elements of enterprise architectures
  • characterize and analyze different IT organization and governance structures according to their relative strengths and weaknesses
  • explain and leverage good practice frameworks for managing day-to-day IT operations and services
  • assess recent sourcing trends such as cloud computing and their implications for IT management
Managing Enterprise Architecture and Technology:
Exam ECTS 7,5
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Individual oral exam based on written group product
Number of people in the group 3-4
Size of written product Max. 15 pages
Assignment type Project
Written product to be submitted on specified date and time.
20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Preparation time No preparation
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Summer
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content and structure

“From the back room to the boardroom” – over the past few decades, information technology (IT) has turned from a commodity, which was often regarded as a cost factor, to a strategic asset – a development nowadays widely being referred to as digitalization. 


The IT function, headed by the CIO (the Chief Information Officer), has become the expert for maturing enterprise architectures and driving digital change in the organization by acting as the linking pin between business units, corporate management, and external service providers. Business and IT managers, therefore, require broad interdisciplinary skills, methods, and tools for effective IT governance in order to maximize the contribution of IT to the bottom line. 

This course aims to develop the participants' understanding of the crucial links between enterprise strategy, business process needs and IT-driven innovation across diverse enterprise settings, i.e. in maturing companies in both the private and public sectors. Participants are introduced to the basic concepts, practical tools, and theoretical models as well as to recent scholarly research in the area of strategic IT management, enterprise architecture, and IT governance. 

The seven content areas of the course cover, but are not limited to, the following topics: 

  1. Strategic alignment: Making the IT strategy ‘fit’ the enterprise strategy, or vice versa? 
  2. IT portfolio and program management: Prioritizing IT investments and managing change 
  3. Enterprise architecture: Managing the complexity of maturing enterprise architectures
  4. Business process management: Modelling, analyzing and understanding business process demands 
  5. IT governance: The design of effective IT organization structures and governance mechanisms
  6. IT service management: The efficient and effective provision of IT services leveraging good practices
  7. IT outsourcing: Making IT supply work in times of cloud computing 
Description of the teaching methods
The course is taught as a blended course combining face-to-face and online lecture modes with in-class case-based exercise sessions.

The focus of the lectures is to present and discuss some of the most prevalent theoretical models and concepts related to the different topics of the course. Students are required to read and prepare 1-2 papers for each session, which will be provided online. Students are required view the video lectures and work through the online activities, before the in-class exercise session.

The focus of the exercises is to apply the concepts from the lecture in international case studies from different industries, which includes group work, discussions and mini-presentations. As necessary, the course will be complemented by additional case talks by selected guest speakers from the industry.

The project report is an 'Extended Learning Diary', comprising (1) student reflections on their learning in each of the case-based exercises in connection to relevant theory, and (2) an analysis of a new case provided by the students based on empirical work and relevant theory. Students are encouraged to form groups early-on to work on their extended learning diary and find a relevant case to study.

Towards the end of the course, students will create a short video presentation of their case study problem (i.e., part 2 of their report) and receive feedback through a peer-feedback exercise involving all students as well as the teachers. The hand-in report should provide a 'solution' of their case and demonstrate a clear linkage of the specific case solution to academic theory.
Feedback during the teaching period
- Students will receive collective feedback in the classroom after discussion modes
- The online activities include feedback activities (e.g., solutions to quizzes)
- Students receive feedback on their project presentations from both peers and teachers.
- The last minutes of the oral exam are used to provide final feedback on the performance
Student workload
Lectures and Exercises 48 hours
Preparation of lectures and exercises (incl. reading) 24 hours
Project group work and writing project report 100 hours
Preparation of project presentation 17 hours
Preparation of exam and exam 17 hours
Total 206 hours
Expected literature

(may still be subject to change)

  • Henderson, J. C. and Venkatraman, N. (1993). Strategic alignment: leveraging information technology for transforming organizations. IBM Syst. J., 38(2-3):472-484.
  • Chan, Y. E. and Reich, B. H. (2007). IT alignment: what have we learned? Journal of Information technology, 22(4):297-315.
  • Scott Bernard (2005) Introduction to Enterprise Architecture. Second Edition. Authorhouse
  • Ross, J. W. (2003). Creating a strategic IT architecture competency: Learning in stages. MIS Quarterly Executive 2 (1), 31-43.
  • Rettig, C. (2007). The trouble with enterprise software. MIT Sloan Management Review, 49(1), 21. ISO 690
  • Weill, P., & Aral, S. (2005). IT savvy pays off: How top performers match IT portfolios and organizational practices.
  • Shollo, A., & Constantiou, I. (2013). IT Project Prioritization Process: The Interplay Of Evidence And Judgment Devices. In The 21st European Conference on Information Systems (ECIS) 2013.
  • Evaristo, J. R., Desouza, K. C., and Hollister, K. (2005). Centralization momentum: the pendulum swings back again. Commun. ACM, 48(2):66-71.
  • Winkler, T. J. and Brown, C. V. (2014). Organizing and configuring the IT function. In Topi, H. and Tucker, A., editors, Computer Science Handbook, Third Edition - Information Systems and Information Technology - Volume 2, pages Chapter 8+. Taylor & Francis.
  • Weill, P. and Ross, J. W. (2005). IT governance on one page. Social Science Research Network Working Paper Series.
  • De Haes, S. and Van Grembergen, W. (2004). IT governance and its mechanisms. Information Systems Control Journal, 1:27-33.
  • Paul, A. D. (2009). Itil Heroes' Handbook: Itil For Those Who Don'T Have The Time. CreateSpace, Paramount, CA.
  • Salling Pedersen, A., & Bjørn-Andersen, N. (2011) Towards a framework for understanding adoption, implementation and institutionalization of ITIL. 2nd Scandinavian Conference on IS & the 34th IRIS Seminar 2011. Turku, Finland. 601-639.
  • Lacity, M. C., Willcocks, L. P., & Khan, S. (2011). Beyond transaction cost economics: towards an endogenous theory of information technology outsourcing. The Journal of Strategic Information Systems, 20(2), 139-157.
  • Loebbecke, C., Thomas, B., & Ullrich, T. (2012). Assessing cloud readiness at Continental AG. MIS Quarterly Executive, 11(1), 11-23.
Last updated on 19-02-2018