Information Systems Development projects often modularize the work by decomposing complex tasks to enable better management and control. While the objectives are noble, modularization itself can introduce interdependencies. Using the control theory perspective and leveraging case study research approach, we examine eight projects to unearth the four types of interdependencies in modularized Information Systems Development projects. Next, for the four types of interdependencies derived through the study, corresponding control portfolio is developed, making theoretical contributions and recommendations for practice.