The final versions of case studies produced by most IT companies are often missing critical elements and so are regarded with scepticism by the target audience (editors, clients, prospects, etc.). The following five essential elements help determine if the resulting case study fulfils the readers' objectives.
The Problem
This should be the part of the IT infrastructure that is a hindrance to the client organisation, and why it is a hindrance. The answer to this question is valuable because it provides the reader with a compelling reason to implement the solution.
The Objective
Two types of objectives must be defined: internally focused (cost reductions and business process improvements) and externally focused (competitive advantages). Items that describe an internal objective are interesting (and common); those that describe both types of objectives - internal and external - are more compelling (and rare).
The Approach/Technology
This element should describe the specific tools, technologies, products, partners, or process changes the company used to solve the problem and more importantly, the reason it chose each. These requirements differentiate one solution from another and portend the success or failure of a similar solution in a different organisation. The mistake most IT organisations make is that they focus on this element, making it the dominant part of the case study. It shouldn't be.
Results
This revisits the original and external objectives and quantifiably measures whether the new solution has fallen short of, met or exceeded those objectives. It is impossible to state results, especially the cost of ownership, before a system is fully operational, and you will lose credibility if you try to do so prematurely.
The Critical Success Factors and Lessons Learned
It is important to evaluate key factors and essential elements for success, and more importantly, what the company would do differently if it had the chance to do it all over again. Enterprises may listen to their peers' successes, but they will learn from their peers' mistakes.