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2020/2021  KAN-CINTO1810U  Advanced IT Project Management

English Title
Advanced IT Project Management

Course information

Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
Duration One Semester
Start time of the course Autumn
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BSc/MSc in Business Administration and Information Systems, MSc
Course coordinator
  • Jacob Nørbjerg - Department of Digitalisation
Main academic disciplines
  • Information technology
  • Project and change management
Teaching methods
  • Blended learning
Last updated on 25-06-2020

Relevant links

Learning objectives
  • Select and explain key terms, definitions, concepts, theories and models about IT project management challenges covered in the course that are relevant to a specific case setting
  • Present a clear and coherent argument for your choice of relevant theories and models including their advantages and limitations.
  • Apply the selected key terms, definitions, concepts, theories and models in a systematic analysis of project management in the specific case setting.
  • Discuss and reflect on practical and theoretical implications for IT project management resulting from the analysis.
  • Produce a clear and meaningful narrative that follows academic writing conventions; e.g.; proper references, a clear structure, and well articulated arguments.
Course prerequisites
Familiarity with the basic concepts and techniques in IT project management, such as team composition, and techniques for project planning and control.
Please contact the teacher for advice if you do not know whether you qualify.
Advanced IT Project Management:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Written assignment
Duration 2 weeks to prepare
Grading scale 7-point grading scale
Examiner(s) Internal examiner and external examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
An exam assignment will form the basis of the re-exam.
Course content, structure and pedagogical approach

Challenges in contemporary project management

The context and conditions of contemporary IT software and systems are complex and constantly changing. While the traditional large scale (in house or vendor based) monolithic projects are still carried out, today's software and systems development range from small phone apps to large complex inter-organizational systems, and from embedded software to standard products. Projects may involve several teams and vendors from different continents. At the same time, development paradigms, principles, and practices have evolved from the traditional waterfall over agile to current explorations into continuous delivery and deployment.


The IT organization must have structures and governance mechanisms that allows it to prioritize and manage its portfolio of projects and programs, and stay tuned with a rapidly changing business environment.


Project and program managers must have a holisitic understanding of the organizational, technical, and cultural challenges in order to navigate in this complex context.


Building on the students' knowledge about basic project management concepts, techniques and challenges, the course will discuss current project and program management dilemmas. The aim of the course is to improve the students' ability to become reflective project managers in multiple contexts and settings.

Description of the teaching methods
The course has 10 weekly sessions where each session consists of on-line and in class activities

- On-line lectures and activities (approximately 1 hour)
- Discussion of theory and cases (2 hour)

Student participation will be targeted at producing insights that are meant to be covered in the final exam assignment.
Feedback during the teaching period
Feed-back during the teaching period:
The discussion of theory will be a mix of presentations by lecturers and students. The students will get feedback to their presentation and contribution to the discussion.

The case discussions are structured around student presentations of their analyses and subsequent discussion. The students will get feedback to their presentation and contribution to the discussion.

Students can get individual feedback to questions during office hours.
Student workload
Lectures and in class activities 30 hours
Reading course material 65 hours
Preparing case analyses 41 hours
Exam preparation and exam 70 hours
Expected literature

The literature can be changed before the semester starts. Students are advised to find the final literature in the teaching plan.


The course readings consist of selected research papers.


Example articles:

Conboy, K. (2009). Agility from First Principles: Reconstruction of the Concept of Agility in Information Systems Development. Information Systems Research (20: 3): 329-354.


De Haes, S. and Van Grembergen, W. (2004). IT governance and its mechanisms. Information Systems Control Journal, 1:27-33.


Gregory, R. W., Keil, M., Muntermann, J., & Mähring, M. (2015). Paradoxes and the nature of ambidexterity in IT transformation programs. Information Systems Research26(1), 57-80.


Jöhnk, J., Oesterle, S., Winkler, T., Nørbjerg, J., & Urbach, N. (2019). Juggling the Paradoxes – Governance Mechanisms in Bimodal IT Organizations. Paper presented at the Twenty-Seventh European Conference on Information Systems (ECIS2019), Stockholm-Uppsala, Sweden.


Persson, J. S, Nørbjerg, J. and Nielsen, PA (2016). Improving ISD Agility in Fast-moving Software organizations. Twenty-Fourth European Conference on Information Systems (ECIS), Istanbul, Turkey.


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.


Thomas, J., & Mengel, T. (2008). Preparing project managers to deal with complexity – Advanced project management education. International Journal of Project Management, 26(3), 304-315.







Last updated on 25-06-2020