case study on management process

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Top 40 Most Popular Case Studies of 2021

Two cases about Hertz claimed top spots in 2021's Top 40 Most Popular Case Studies

Two cases on the uses of debt and equity at Hertz claimed top spots in the CRDT’s (Case Research and Development Team) 2021 top 40 review of cases.

Hertz (A) took the top spot. The case details the financial structure of the rental car company through the end of 2019. Hertz (B), which ranked third in CRDT’s list, describes the company’s struggles during the early part of the COVID pandemic and its eventual need to enter Chapter 11 bankruptcy. 

The success of the Hertz cases was unprecedented for the top 40 list. Usually, cases take a number of years to gain popularity, but the Hertz cases claimed top spots in their first year of release. Hertz (A) also became the first ‘cooked’ case to top the annual review, as all of the other winners had been web-based ‘raw’ cases.

Besides introducing students to the complicated financing required to maintain an enormous fleet of cars, the Hertz cases also expanded the diversity of case protagonists. Kathyrn Marinello was the CEO of Hertz during this period and the CFO, Jamere Jackson is black.

Sandwiched between the two Hertz cases, Coffee 2016, a perennial best seller, finished second. “Glory, Glory, Man United!” a case about an English football team’s IPO made a surprise move to number four.  Cases on search fund boards, the future of malls,  Norway’s Sovereign Wealth fund, Prodigy Finance, the Mayo Clinic, and Cadbury rounded out the top ten.

Other year-end data for 2021 showed:

• Online “raw” case usage remained steady as compared to 2020 with over 35K users from 170 countries and all 50 U.S. states interacting with 196 cases.
• Fifty four percent of raw case users came from outside the U.S..
• The Yale School of Management (SOM) case study directory pages received over 160K page views from 177 countries with approximately a third originating in India followed by the U.S. and the Philippines.
• Twenty-six of the cases in the list are raw cases.
• A third of the cases feature a woman protagonist.
• Orders for Yale SOM case studies increased by almost 50% compared to 2020.
• The top 40 cases were supervised by 19 different Yale SOM faculty members, several supervising multiple cases.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

All of this year’s Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases studies of 2021 are:

1.   Hertz Global Holdings (A): Uses of Debt and Equity

2.   Coffee 2016

3.   Hertz Global Holdings (B): Uses of Debt and Equity 2020

4.   Glory, Glory Man United!

5.   Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

6.   The Future of Malls: Was Decline Inevitable?

7.   Strategy for Norway's Pension Fund Global

8.   Prodigy Finance

9.   Design at Mayo

10. Cadbury

11. City Hospital Emergency Room

13. Volkswagen

14. Marina Bay Sands

15. Shake Shack IPO

16. Mastercard

17. Netflix

18. Ant Financial

19. AXA: Creating the New CR Metrics

20. IBM Corporate Service Corps

21. Business Leadership in South Africa's 1994 Reforms

22. Alternative Meat Industry

23. Children's Premier

24. Khalil Tawil and Umi (A)

25. Palm Oil 2016

26. Teach For All: Designing a Global Network

27. What's Next? Search Fund Entrepreneurs Reflect on Life After Exit

28. Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

30. Project Sammaan

31. Commonfund ESG

32. Polaroid

33. Connecticut Green Bank 2018: After the Raid

34. FieldFresh Foods

35. The Alibaba Group

36. 360 State Street: Real Options

37. Herman Miller

38. AgBiome

39. Nathan Cummings Foundation

40. Toyota 2010

Short Case Study on Change Management

A short case study on change management can be very helpful in learning how to manage change effectively. In today’s business world, change is constantly happening and it can be very difficult to keep up.

Having a solid understanding of change management is essential for any manager or business owner.

A good case study will show you how one company successfully managed a major change and what lessons can be learned from their experience.

By studying short case study on change management, you will gain valuable insights into the importance of planning, communication, and employee involvement when managing change.

You will also learn about the different stages of change and how to overcome resistance to change.

These are all important topics that any manager or business owner should be familiar with. Learning about them through a short case study is an excellent way to gain a better understanding of these concepts.

Here are 05 short case studies on change management that offer you valuable insights on managing change.

1. Adobe- a transformation of HR functions to support strategic change

Many a times external factors lead to changes in organisational structures and culture. This truly happened at Adobe which has 11,000 employees worldwide with 4.5 billion $ yearly revenue.

Acrobat, Flash Player, and Photoshop are among the well-known products of Abode.

Due to new emerging technologies and challenges posed by small competitors Adobe had to stop selling its licensed goods in shrink-wrapped containers in 2011 and switched to offering digital services through the cloud. They gave their customers option of downloading the necessary software for free or subscribing to it every month rather than receiving a CD in a box.

The human resource (HR) function also took on a new role, which meant that employees had to adjust to new working practices. A standard administrative HR function was housed at Adobe’s offices. However, it was less suitable for the cloud-based strategy and performed well when Adobe was selling software items. 

HR changed its role and became more human centric and reduced its office based functions.

The HR personnel did “walk-ins,” to see what assistance they might offer, rather than waiting for calls. With a focus on innovation, change, and personal growth, Adobe employed a sizable percentage of millennials.

Instead of having an annual reviews, staff members can now use the new “check-in” method to assess and define their own growth goals whenever they find it necessary, with quick and continuous feedback. 

Managers might receive constructive criticism from HR through the workshops they conduct. The least number of employees have left since this changed approach of HR.

Why did Adobe’s HR department make this change? Since the company’s goals and culture have changed, HR discovered new ways to operate to support these changes.

2. Intuit – applying 7s framework of change management 

Steve Bennett, a vice president of GE Capital, was appointed CEO of Intuit in 2000. Intuit is a provider of financial software solutions with three products: Quicken, TurboTax, and QuickBooks, which have respective market shares of 73 percent, 81 percent, and 84 percent. 

Despite this market domination, many observers believed Intuit was not making as much money as it could.

Additionally, the business was known for making decisions slowly, which let rivals take advantage of numerous market opportunities. Bennett desired to change everything.

In his first few weeks, he spoke with each of the top 200 executives, visited the majority of Intuit’s offices, and addressed the majority of its 5,000 employees.

He concluded that although employees were enthusiastic about the company’s products, internal processes weren’t given any thought (based on Higgins, 2005).

He followed the famous Mckinsey 7S Model for Change Management to transform the organization. Let’s see what are those changes that he made:

By making acquisitions, he increased the products range for Intuit.

He established a flatter organizational structure and decentralized decision-making, which gave business units more authority and accountability throughout the whole product creation and distribution process.

To accomplish strategic goals, the rewards system was made more aligned to strategic goals.

He emphasized the necessity of a performance-oriented focus and offered a vision for change and also made every effort to sell that vision.

He acknowledged the commitment of staff to Intuit’s products and further strengthened process by emphasizing on quality and efficiency of his team.

Resources were allotted for learning and development, and certain selected managers were recruited from GE in particular skill categories, all to enhance staff capabilities concerning productivity and efficiency.

Superordinate goals:

Bennett’s strategy was “vision-driven” and he communicated that vision to his team regularly to meet the goals.

Bennett’s modifications led to a 40–50% rise in operating profits in 2002 and 2003.

8,000 people worked for Intuit in the United States, Canada, the United Kingdom, India, and other nations in 2014, and the company generated global revenues of nearly $5 billion.

3. Barclays Bank – a change in ways of doing business

The financial services industry suffered heavily during mortgage crisis in 2008. In addition to significant losses, the sector also had to deal with strict and aggressive regulations of their investing activities.

To expand its business, more employees were hired by Barclays Capital under the leadership of its former chief executive, Bob Diamond, who wanted to make it the largest investment bank in the world. 

But Barclays Capital staff was found manipulating the London Inter-Bank Offered Rate (LIBOR) and Barclays was fined £290 million and as a result of this the bank’s chairman, CEO, and COO had to resign.

In an internal review it was found that the mindset of “win at all costs” needed to be changed so a new strategy was necessary due to the reputational damage done by the LIBOR affair and new regulatory restrictions. 

In 2012, Antony Jenkins became new CEO. He made the following changes in 2014, which led to increase of 8% in share price.

Aspirations

The word “Capital” was removed from the firm name, which became just Barclays. To concentrate on the U.S. and UK markets, on Africa, and on a small number of Asian clients, the “world leader” goal was dropped.

Business model

Physical commodities and obscure “derivative” products would no longer be traded by Barclays. It was decided that rather than using its customers’ money, the business would invest its own.

Only thirty percent of the bank’s profits came from investment banking. Instead of concentrating on lending at high risk, the focus was on a smaller range of customers.

In place of an aggressive, short-term growth strategy that rewarded commercial drive and success and fostered a culture of fear of not meeting targets, “customer first,” clarity, and openness took precedence. Investment bankers’ remuneration was also reduced.

Beginning in 2014, branches were shut, and 19,000 jobs were lost over three years, including 7,000 investment banking employees, personnel at high-street firms, and many in New York and London headquarters. £1.7 billion in costs were reduced in 2014.

There was an increase in customers’ online or mobile banking, and increased automation of transactions to lower expenses.  To assist customers in using new computer systems, 30 fully automated branches were established by 2014, replacing the 6,500 cashiers that were lost to this change with “digital eagles” who used iPads.

These changes were made to build an organization that is stronger, more integrated, leaner, and more streamlined, leading to a higher return on equity and better returns for shareholders. This was also done to rebuild the bank’s credibility and win back the trust of its clients.

4. Kodak – a failure to embrace disruptive change

The first digital camera and the first-megapixel camera were both created by Kodak in 1975 and 1986 respectively.

Why then did Kodak declare bankruptcy in 2012? 

When this new technology first came out in 1975, it was expensive and had poor quality of images. Kodak anticipated that it would be at least additional ten years until digital technology started to pose a threat to their long-standing business of camera, film, chemical, and photo-printing paper industries.

Although that prediction came true, Kodak chose to increase the film’s quality through ongoing advances rather than embracing change and working on digital technology.

Kodak continued with old business model and captured market by 90% of the film and 85% of the cameras sold in America in 1976. With $16 billion in annual sales at its peak, Kodak’s profits in 1999 was around $2.5 billion. The brand’s confidence was boosted by this success but there was complete complacency in terms of embracing new technology.

Kodak started experiencing losses in 2011 as revenues dropped to $6.2 billion. 

Fuji, a competitor of Kodak, identified the same threat and decided to transition to digital while making the most money possible from film and creating new commercial ventures, such as cosmetics based on chemicals used in film processing.

Even though both businesses had the same information, they made different judgments, and Kodak was reluctant to respond. And when it started to switch towards digital technology, mobile phones with in-built digital camera had arrived to disrupt digital cameras.

Although Kodak developed the technology, they were unaware of how revolutionary digitalization would prove to be, rendering their long-standing industry obsolete.

You can read here in detail Kodak change management failure case study.

5. Heinz   – a 3G way to make changes

Warren Buffett’s Berkshire Hathaway and the Brazilian private equity business 3G Capital paid $29 billion in 2013 to acquire Heinz, the renowned food manufacturer with $11.6 billion in yearly sales.

The modifications were made right away by the new owners. Eleven of the top twelve executives were replaced, 600 employees were let go, corporate planes were sold, personal offices were eliminated, and executives were required to stay at Holiday Inn hotel rather than the Ritz-Carlton when traveling and substantially longer work hours were anticipated. 

Each employee was given a monthly copy restriction of 200 by micromanagement, and printer usage was recorded. Only 100 business cards were permitted each year for executives.

Numerous Heinz workers spoke of “an insular management style” where only a small inner circle knows what is truly going on.

On the other side, 3G had a youthful team of executives, largely from Brazil, who moved from company to company as instructed across nations and industries. They were loyal to 3G, not Heinz, and were motivated to perform well to earn bonuses or stock options. 

“The 3G way,” a theory that 3G has applied to bring about change in prior acquisitions like Burger King, was the driving reason behind these modifications. Everything was measured, efficiency was paramount, and “nonstrategic costs” were drastically reduced. 

From this vantage point, “lean and mean” prevails, and human capital was not regarded as a crucial element of business success. It was believed that rather than being driven by a feeling of purpose or mission, employees were motivated by the financial gains associated with holding company stock.

Because it had been well-received by the 3G partners, those who might be impacted by a deal frequently saw a “how to” guide published by consultant Bob Fifer as a “must read.”

However, many food industry experts felt that while some of 3G’s prior acquisitions would have been ideal candidates for a program of cost-cutting, Heinz was not the most appropriate choice to “hack and slash.” The company had already undergone several years of improved efficiency and it was already a well-established player in the market.

In summarizing the situation, business journalists Jennifer Reingold and Daniel Roberts predicted that “the experiment now underway will determine whether Heinz will become a newly invigorated embodiment of efficiency—or whether 3G will take the cult of cost-cutting so far that it chokes off Heinz’s ability to innovate and make the products that have made it a market leader for almost a century and a half.” 

Final Words

A short case study on change management can be a helpful tool in learning how to effectively manage change. These case studies will show you how one company successfully managed a major change and what lessons can be learned from their experience. By studying these case studies, you will gain valuable insights into the importance of planning, communication, and employee involvement when managing change. These are all vital elements that must be considered when implementing any type of change within an organization.

About The Author

Tahir Abbas

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• Project Management

Top 15+ Project Management Case Studies with Examples 2024

Home Blog Project Management Top 15+ Project Management Case Studies with Examples 2024

Having worked for more than 9 years in the dynamic field of project management, I would strongly refer to real-world case studies as invaluable resources for both budding and experienced professionals. These case studies provide critical insights into the challenges and triumphs encountered in various industries, illustrating the application of project management principles in practical scenarios.   I have curated the project management case studies as a part of this article in such a way that it delves into a selection of compelling case studies, ranging from the healthcare sector to infrastructure and technology. Each case study is a testament to the strategic planning, adaptability, and innovative problem-solving skills necessary in today's fast-paced business environment. These narratives not only highlight past successes but also offer guidance for future projects, making them essential tools for anyone eager to excel in project management.

What is Case Study?

A case study refers to an in-depth examination of a specific case within the real-world context. It is a piece of content that sheds light on the challenges faced, solutions adopted, and the overall outcomes of a project. To understand project management case studies, it is important to first define what a project is . A project is a temporary endeavor with a defined beginning and end, aimed at achieving a specific goal or objective. Case studies are generally used by businesses during the proposal phase. However, they are also displayed on the websites of companies to provide prospects with a glance at the capabilities of the brands. It can even serve as an effective tool for lead generation. In simple words, case studies are stories that tell the target audience about the measures and strategies that the organization adopted to become successful.

What is Project Management Case Study?

A project management case study is a piece of content that highlights a project successfully managed by the organization. It showcases the challenges that the organization faced, the solutions adopted, and the final results. Keep reading in order to explore examples of successful project management case studies.

Top 15 Project Management Case Studies and Examples 

Are you looking for some project management case study examples? If yes, here are some of the best examples you can explore. Let’s dive in! Before diving in, here is the list of top 15 project management case studies: 

• Mavenlink Helps Improve Utilization Rates by 15% for BTM Global
• Boncom Reduces Billing Rate Errors by 100%
• whyaye! Reaches 80% Billable Utilization
• Metova Increases Billable Utilization by 10%
• Appetize Doubles Length of Forecasting Outlook
• RSM Improves Client Satisfaction and Global Business Processes
• CORE Business Technologies Increases Billable Utilization by 35%
• Health Catalyst Improves Business Processes and Increases Consistency in Project Delivery
• Optimus SBR Improves Forecasting Horizon by 50%
• PlainJoe Studios Increases Projects Closing Within Budget by 50%
• RPI Consultants Decreases Admin Time by 20%
• CBI's PMO Increases Billable Utilization By 30%
• Butterfly Increases Billable Time by 20%
• TeleTracking Increases Billable Utilization by 37%
• Taylors Improves Utilization Rates by 15%
• Hospital El Pilar improves Patient Care With implementing Disciplined Agile
• British Columbia’s Ministry of Technology and Infrastructure (MoTI)

1. Mavenlink Helps Improve Utilization Rates by 15% for BTM Global

The case study is all about how Mavenlink helped BTM Global Consulting to save hours of work and enhance utilization with resource management technology. BTM Global Consulting offers system development and integration services to diverse clients. The challenges that the company faced were that tools like Netsuite OpenAir and Excel spreadsheets were not able to meet the customization needs as the company grew. It impacted their overall productivity.

BTM Global saw the following benefits: 

• 15% increase in utilization for project managers
• 10% increase in companywide utilization
• 4-hour resource allocation work reduced to 10 minutes
• 100% Company-wide time tracking adoption

In order to overcome the challenge, the solution they adopted was to switch to Mavenlink. The result was that it increased the utilization of the company by 10% and enhanced project manager utilization by 15%. It also reduced resource allocation work from 4 hours to just 10 minutes.

2. Boncom Reduces Billing Rate Errors by 100% With Mavenlink

Boncom is an advertising agency that collaborates with different purpose driven brands to create goods worldwide. The challenge was that the company relied on several-point solutions for delivering client-facing projects. However, the solutions failed to offer the required operational functionality. An ideal solution for Boncom was to adopt Mavenlink. The result was that the billing rate error got reduced by 100%. Accurate forecasting became possible for Boncom, and the company could generate reports in much less time.

3. whyaye! Reaches 80% Billable Utilization with Mavenlink

Here are the top benefits whyaye got: 

• 6% increase in utilization
• Tripled company size
• Doubled in number of new clients every quarter
• Support through constant business scaling

whyaye is a digital transformation consultancy delivering IT transformation solutions to businesses operating in diverse sectors. The challenge was that whyaye used to manage resources and projects using tools such as emails, PowerPoint, and Microsoft Excel. However, with the growth of the company, they were not able to access project data or gain insights for effective management of the projects . The ultimate solution to this challenge was to make a switch to Mavenlink. The result was an increase in the utilization by 6%, doubling of new clients, tripling of the company size, and seamless support through business growth.

4. Metova Increases Billable Utilization by 10% With Mavenlink

If you are looking for a project planning case study, Metova can be the right example. Metova is a technology firm, a Gold Partner of Microsoft, and an advanced consulting partner of AWS. The challenge was that the company handled several projects at a time. However, its heavy dependence on tools like Google Sheets limited the growth capabilities of the organization. So, the company looked for a solution and switched to Mavenlink. The result was that it was able to increase its billable utilization by 10%, increase its portfolio visibility, and standardize its project management process.

5. Hospital El Pilar improves Patient Care With implementing Disciplined Agile

If you are looking for an example of one of the best hospital related project management case studies, then Hospital El Pilar can be the ideal one. Hospital El Pilar is a private hospital in Guatemala City, Guatemala, that provides comprehensive care to patients in various medical specialties. The challenge was that the hospital’s application development team faced several obstacles in managing and delivering projects, such as unclear priorities, a lack of visibility, little interaction with users, and competing demands. The solution that the team adopted was to use Disciplined Agile® (DA™), a flexible and pragmatic approach to project management that optimizes the way of working (WoW). The result was improved project outcomes, increased user satisfaction, greater transparency, and more trust from stakeholders and customers.

6. British Columbia’s Ministry of Technology and Infrastructure (MoTI) gets its principal corridor for transportation up in 35 days

Reconnecting Roads After Massive Flooding (2022) is a case study of how the British Columbia Ministry of Transportation and Infrastructure (MoTI) used a project management approach based on the PMBOK® Guide to restore critical routes after a catastrophic weather event. It is one of the examples of successful project management case studies you can look into. The challenge was that an atmospheric river caused severe flooding, landslides, and bridge collapses, cutting off the lower mainland from the rest of Canada2. The solution was to prioritize the reopening of Highway 5, the principal corridor for transportation of goods and people, by creating scopes, work breakdown structures, and schedules for each site3. The result was that Highway 5 was reopened to commercial traffic in 35 days, despite additional weather challenges and risks4. The construction project management case study we discussed demonstrated the benefits of flexibility, collaboration, and communication in emergency response.

7. Appetize Doubles Length of Forecasting Outlook with Mavenlink

Here the the benefits Appetize got with Mavenlink: 

• Forecasting horizon increases to 12 weeks
• Management of 40+ major projects per quarter
• Support for rapid companywide scaling
• Salesforce integration supports project implementation

Appetize is one of the leading cloud-based points of sale (POS), enterprise management, and digital ordering platform that is trusted by a number of businesses. The challenge of the company was that its legacy project tracking systems were not able to meet the growing needs of the company. They experienced growth and manual data analysis challenges. The solution they found was to switch to Mavenlink. The result was an increase in the forecast horizon to 12 weeks, support for effective companywide scaling, easy management of over 40 major projects, and Salesforce integration for project implementation.

8. RSM Improves Client Satisfaction and Global Business Processes with Mavenlink

RSM is a tax, audit, and consulting company that provides a wide array of professional services to clients in Canada and the United States. The challenge of the company was that its legacy system lacked the necessary features required to support their work- and time-intensive projects and delivered insights relating to the project trends. An ideal solution to this challenge was to switch to Mavenlink. The result was better to risk mitigation in tax compliance, improved client-team communication, templatized project creation, and better use of the KPIs and project status.

9. CORE Business Technologies Increases Billable Utilization by 35% with Mavenlink

Here are the top benefits CORE Business Technologies got with Mavenlink: 

• Simultaneous in-progress projects doubled
• 100% company-wide time entry compliance
• 35% Increase in Billable Utilization
• 50% Increase in Team Productivity

Another top project management case study is the Core Business Technologies. CORE Business Technologies is a reputed single-source vendor self-service, in-person, and back-office processing to the clients. It offers SaaS-based payment solutions to clients. The challenge faced by the company was that its tools like spreadsheets, Zoho, and Microsoft Project led to a hectic work schedule owing to a huge number of disconnected systems. The solution to the challenge was to switch to Mavenlink. The result was the enhancement of team productivity by 50%, time entry compliance by 100%, and enhancement of the billable utilization rate by 35%.

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10. Client Success: Health Catalyst Improves Business Processes and Increases Consistency in Project Delivery with Mavenlink

Here are the top benefits Health Catalyst saw with Mavenlink:   

• Consistency in Successful Project Delivery 
• Improved Interdepartmental Communication 
• Deeper Resource Data Insights 
• Stronger Resource Forecasting

Health Catalyst is a company that delivers data and analytics services and technology to different healthcare organizations. The firm provides assistance to technicians and clinicians in the healthcare sector. The challenge of the company was that the tools like Intacct and spreadsheets that is used for project management were not able to provide the required data insights and clarity for better project management. It also limited effective resource management. The solution was to embrace Mavenlink. The result was better resource forecasting, enhanced interdepartmental communication, consistency in project delivery, and better resource data insights .

11. Client Success: Optimus SBR Improves Forecasting Horizon by 50% with Mavenlink

Optimus SBR is a leading professional service provider in North America. It offers the best results to companies operating in diverse sectors, including healthcare, energy, transportation, financial services, and more. The challenge was that legacy software tools that the firm used gave rise to project management issues. The company was not able to get a real-time revenue forecast or gain insights into its future financial performance. The solution that the company adopted was to switch to Mavenlink. The result was better data-driven hiring decisions, efficient delivery of remote work, and enhancement of the forecasting horizon by 50%.

12. Client Success: PlainJoe Studios Increases Projects Closing Within Budget by 50% With Mavenlink

Here are the benefits how Mavenlink helped PlainJoe: 

• Improved data insights for project success
• Enablement of fast shift to remote work
• Improved budgeting
• Increased rates in billing

PlainJoe Studios is an experimental design studio that focuses on digitally immersive and strategic storytelling. The company has a team of strategists, architects, and problem solvers to create value for the clients. The challenge of the company was that the manual processing of the company affected its ability to grow and manage the diverse project effectively. They lacked clarity about their project needs and profitability. The solution to deal with the challenge was to switch to Mavenlink. The result was an enhancement in the billing rates by 15%, better project closing within budget by 50%, better data insights for the success of different projects, and a faster shift to remote work.

13. Client Success: RPI Consultants Decreases Admin Time by 20% With Mavenlink

If you are looking for an example of one of the best software project management case studies, then RPI Consultants can be the ideal one. RPI Consultants offer expert project leadership and software consulting services for enterprise-level implementation of solutions and products. The challenge was that the task management solutions adopted by the company gave rise to a number of complications. It resulted in poor interdepartmental transparency and time-consuming data entry. The ultimate solution that the company embraced was to switch to Mavenlink. The result was a rise in the utilization rate by 5%, lowing of admin time by 20%, better forecasting and resource management, and a single source for gaining insights into the project data.

14. Client Success: CBI's PMO Increases Billable Utilization By 30% With Mavenlink

CBI is a company that is focused on protecting the reputations, data, and brands of its clients. The challenge that the company faced was that the solutions used were unable to meet the growing needs of the organization. The systems were outdated, data sharing was not possible, and time tracking was inconsistent. The solution to the challenge was to switch to Mavenlink. The result was better interdepartmental alignment, enhancement of time tracking to support business growth, an increase in the billable utilization rate by 30%, and detailed insights for a greater success of the projects.

15. Client Success: Butterfly Increases Billable Time by 20% with Mavenlink

Butterfly is a leading digital agency that provides digital strategy, website design and development services, and ongoing support to businesses across Australia. The challenge was that the different legacy systems used by the agency limited its capability of effective project management and reporting. The systems were time consuming and cumbersome. In order to deal with the challenge, the solution was to make a switch to Mavenlink. The result was the enhancement of billable time by 20%, fast reporting insights, enhancement of productive utilization by 16%, and better Jira integration.

16. Client Success: TeleTracking Increases Billable Utilization by 37% With Mavenlink

TeleTracking Technologies is a leading provider of patient flow automation solutions to various hospitals in the healthcare sector. The challenge of the company was that it used different systems such as Microsoft Excel, Sharepoint, MS Project, Jira, and Netsuite. The use of a variety of solutions created a number of challenges for the company. It had poor forecasting capability, an insufficient time tracking process, and unclear resource utilization. The solution was to switch to Mavenlink. The result was the enhancement of time tracking compliance by 100%, rise in hours to date by 18%, and enhancement of billable utilization by 37%.

17. Client Success: Taylors Improves Utilization Rates by 15% with Mavenlink

This is a perfect example of a construction project management case study. Taylor Development Strategists is a leading civil engineering and urban planning organization in Australia. The challenge that the company faced was that the systems that it used were not able to support the growth of the business. There were a lot of inefficiencies and limitations. The solution to the challenge was to switch to Mavenlink. The result was better global collaboration, an increase in the utilization rate by 15%, consistency of timesheet entry, and in-depth insights relating to utilization and project targets.

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Start Creating Your Project Management Case Study

Not that you have a detailed idea about project management case studies, it is time to prepare your own. When doing the project management case study exercise, make sure to focus on covering all the important elements. Clearly stating the challenges and the solutions adopted by the company is important. If you want to get better at project management, getting a PMP Certification can be beneficial.

Case Study Best Practices and Tips 

• Involve your clients in the preparation of the case study. 
• Make use of graphs and data. 
• Mix images, texts, graphs, and whitespace effectively.

Project Management Case Study Template 

To create a well-crafted and highly informative case study template in the realms of project management, you should start by providing a brief overview of the client's company, focusing on its industry, scale, and specific challenges. Follow with a detailed section on the challenge, emphasizing the unique aspects of the project and obstacles faced. Next, you might want to describe the solution implemented, detailing the strategies, methodologies, and tools used. Then, you would need to present the results, quantifying improvements and highlighting objectives achieved. Finally, please conclude the case study with a summary, encapsulating key takeaways and emphasizing the project's success and its implications for future endeavors. By following this structure, you can present a comprehensive yet concise analysis that is ideal for showcasing project management expertise and insights. You can also refer to the template for crafting a better case study on project management – Template for writing case studies .

By now, you must have gained a comprehensive knowledge of preparing a project management case study. This article elaborately explains the significance of real life project management case studies as vital tools for demonstrating a company's expertise in handling complex projects. These case studies, showcasing real-world scenarios, serve as compelling evidence of a firm's capability to navigate challenges and implement effective solutions, thereby boosting confidence in potential clients and partners. They are not only a reflection of past successes but also a lighthouse guiding future project endeavors in the discipline of project management within the fields of construction, pharmacy, technology and finance, highlighting the importance of strategic planning, innovation, and adaptability in project management. If you are aspiring to excel in this field, understanding these case studies is invaluable. However, you would also need to learn from project management failures case studies which would provide a roadmap to mastering the art of project management in today's dynamic business landscape.

Frequently Asked Questions (FAQs)

In order to write a project management case study, keep everything brief but mention everything in detail. Make sure to write it with clarity and include graphs and images. 

A project study must include information about the client, how your company helped the client in resolving a problem, and the results.

The best-case studies on project management have been listed above. It includes BTM Global, Butterfly, Boncom, and more.

Kevin D.Davis

Kevin D. Davis is a seasoned and results-driven Program/Project Management Professional with a Master's Certificate in Advanced Project Management. With expertise in leading multi-million dollar projects, strategic planning, and sales operations, Kevin excels in maximizing solutions and building business cases. He possesses a deep understanding of methodologies such as PMBOK, Lean Six Sigma, and TQM to achieve business/technology alignment. With over 100 instructional training sessions and extensive experience as a PMP Exam Prep Instructor at KnowledgeHut, Kevin has a proven track record in project management training and consulting. His expertise has helped in driving successful project outcomes and fostering organizational growth.

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Case Studies of Business Process Management Transformation

By: Author Alex Lim

Posted on Published: September 10, 2020  - Last updated: October 26, 2020

Categories Process

Home » Case Studies of Business Process Management Transformation

Emerging industry processes will require businesses to learn to use automated tools, like low-code platforms, in order to streamline business process management. Read on this article which dives into the prevalence of low-code and 3 insightful case studies.

Table of Contents

Table of contents

The cloud widens the community of developers, automation and rules that write themselves, case study: modernization leads to self-service at bp, case study: asahi tekko achieves real-time production management, case study: bbva ramps up customer experience, digitally.

The cloud widens the community of developers Automation and rules that write themselves Case study: Modernization leads to self-service at BP Case study: Asahi Tekko achieves real-time production management Case study: BBVA ramps up customer experience, digitally Conclusion

Digital enterprises, employing artificial intelligence, cloud, and data analytics in innovative ways, are delivering superior customer experiences, faster response times, and more intelligent operations. Every company—no matter how large, how old, or in what industry— can potentially evolve into a digital enterprise, operating with the same agility of a startup.

Achieving this digital nimbleness requires relying on software and data resources that make use of legacy data, as well as the many new sources of data available today, and extend well beyond the traditional capabilities of IT departments. Digital nimbleness is an enterprise initiative, in which employees and executives from all parts of the business play an active role in designing and building solutions.

Enabling a wider group within the enterprise to design or redesign process-driven applications represents the most expedient and effective way to successfully navigate the digital transformation journey. Business processes evolve and change as rapidly as the business changes—meeting customer preferences, releasing new products, pivoting to new markets, and forging new partnerships. Today’s generation of business process management (BPM) and business rules management systems (BRMS) solutions offer a way to rapidly build modern applications with a minimum drain on precious and expensive IT resources.

The only way to advance and compete is to open up software innovation across enterprises— to business users who typically do not have traditional programming skills, but who need to be able to harness the power of technology. This means evolving the way applications are being built and deployed. Indeed, a survey of 324 companies found 76% indicating that at least some portion of their applications were developed outside of their traditional IT departments or IT service providers.

“Without low-code and no-code development, organizations are going to find it increasingly difficult to keep pace with their competitors,” reports SD Times, which quotes Rob Koplowitz, VP and principal analyst at Forrester3: “If we look at basic issues companies have now, what we often hear is, ‘I can’t build applications fast enough and by the time I build them the specs have changed.’

The rise of user-driven development and digital business process management is being made possible in two ways:

• The cloud makes application development accessible to a wider audience. Having online, easy-to-use, front-end tools available to non-developers opens up new ways of conceiving and building applications.
• Automation, artificial intelligence and machine learning enable a much wider variety of manual processes and tasks to be automated. AI-based engines are now being integrated into business process management, producing rules that write themselves. Low-level tasks also can be rapidly automated through robotic process automation (RPA), in which tasks are managed by intelligent software.

The path to digital transformation varies from organization to organization, of course, since they have invested in countless systems and applications over the years. But all successful efforts have certain common ingredients as well.

In every digital transformation project, new applications and next-generation architectures are built on today’s open standards, using on-demand resources.

For many organizations, digital transformation also means optimizing existing systems and application resources—integrating, replacing, or abstracting key pieces of their infrastructures into services.

By enabling a wider group within the enterprise to do design or redesign process-driven applications represent the most expedient and effective way to successfully navigate the digital transformation journey. Business processes evolve and change as rapidly as the business changes— meeting customer preferences, releasing new products, pivoting to new markets, and forging new partnerships. Today’s generation of business process management (BPM) and business rules management systems (BRMS) solutions offer a way to rapidly build modern applications with a minimum drain on precious and expensive IT resources.

For decades, only individuals with “developer” or “programmer” in their job titles held the keys to the applications that ran their organizations. This was for good reason—most enterprise applications tend to be very monolithic, difficult to understand, and difficult to change. The move from monolithic to microservices, as well as a move from traditional developers to a diverse mix of developers and business people, are reshaping the way applications are created, developed and deployed.

• From monoliths to microservices : The process of application development is changing. And the technology employed to build applications is rapidly changing—to containers and microservices architectures that address the monolithic problem, making applications much easier to deploy, easier to change, and easier to understand. As a result, applications are becoming easier to create, deploy, and change. Cloud and container technologies now enable the breaking down of larger, monolithic applications into smaller components which can be managed and modified independently and deployed and scaled.
• From traditional developers to diverse mixes of developers and businesspeople : Self-service environments make it possible for business users to develop and maintain applications without going through IT departments. The next generation of applications won’t be built purely by IT or traditional developers, but rather by teams that include business users, all contributing their knowledge and experience to these new microservices-based applications. These applications won’t require hard-core coding skills to change or adapt — rather, they need to be interfused with business logic and business know-how. Business users can’t necessarily write code, but they can produce models of their business that include business rules, along with the policies and decisions they make. Essentially, these models serve as source code for applications that can automatically be deployed within a microservices architecture.

Automation is also changing the game, delegating routine manual tasks and decision management to machines, thereby reducing manual work. Digital BPM and BRMS pave the way to AI, machine learning, and robotic process automation, which is revolutionizing the handling of the countless routine and manual tasks that slow down productivity.

Here’s how today’s systems are taking on the heavy lifting of today’s enterprises.

Artificial intelligence and machine learning : Artificial intelligence and machine learning are dramatically reshaping the way enterprises approach business automation. With machine learning, rules are derived automatically from historical records. This is in contrast to traditional decision management and business rules approaches when rules are created based on users’ experiences, and then built out in applications. Machine learning leverages historical data to derive predictive models that can be applied to new information for the next set of decisions.

For example, an application that helps determine whether insurance claims should be paid or denied can leverage predictive models built from historical claims information. The historical data provides an understanding of how claims decisions were made in the past. The claims application can use the predictive model to make decisions about new claims, which will be consistent with past behaviour.

Evolving standards are also facilitating the integration of AI and machine learning into business automation solutions. Predictive Model Markup Language, or PMML, enables predictive models to be encoded and shared among different systems. A relatively new standard, Decision Model & Notation, or DMN, is a graphical language for encoding the rules that make up a decision. DMN makes it easier for business users to create the source code for their decision applications, and to encode complex business logic. In addition, DMN enables business users to incorporate a predictive model into their DMN diagrams as easily as they can incorporate business rules. They can combine both the output of a predictive model with a set of rules in order to arrive at a decision.

In the big picture of application development, this means business users can create DMN logic, which can be employed within a container as a decision service. Or they can automatically feed predictive models from training data into that same process.

Robotic Process Automation : A recent survey by Deloitte finds a majority of enterprises, 53%, are now employing robotic process automation, or RPA. That number is expected to increase to 82% within the next two years.4 RPA enables the creation of software robots that perform repetitive and routine work that might otherwise be done by human workers. The benefits to organizations are reduced costs and headcount by automating work.

In many workplaces today, much time is spent on simple repetitive tasks, such as copying and pasting information from a back-office database into a spreadsheet. RPA enables enterprises to automate many of these routine tasks and functions. Essentially, the software robot records the work people are doing and replays it, with varying levels of intelligence applied. Basically, building out RPA is another approach to developing applications. Ultimately, these robots will be deployed as microservices through containers, supported by the cloud.

4 The robots are ready. Are you? Untapped advantage in your digital workforce, Deloitte, 2018.

BP, a global energy company, had a complex operational management challenge, with hundreds of product teams using various delivery models, affecting application development and deployment. The company wanted to explore a robust, modern, open-source technology infrastructure that could operate worldwide and be accessed by thousands of business users and millions of end customers. It needed a reliable, modern technology infrastructure to speed application development and deployment.

To accomplish this, BP worked with Red Hat to simplify and modernize technology and processes, increasing security and agility and speeding provisioning from two to three weeks to seven minutes. BP used Red Hat OpenShift Container Platform running on Amazon Web Services (AWS) to build the Application Engineering Services’ Digital Conveyor. This platform provides process automation that empowers product delivery teams with self-service capabilities, a DevOps approach, and a continuous integration/continuous delivery (CI/CD) pipeline.

“The combination of microservices, containers, and a fully automated CI/CD platform provides what developers have been asking for years,” said Paul Costall, head of application engineering services at BP. “They now have full self-service to deliver change from the initial idea, through the innovation, right through to production, as quickly as humanly possible.”

To keep pace with orders, automobile parts manufacturer Asahi Tekko Co., Ltd., needed to speed just in time workflows without expanding its physical footprint. The company needed to replace manual data collection with automated machine monitoring to track and manage quality and productivity.

Achieving these improvements would require increasing machine capacity, but the manufacturer simply did not have the space to accommodate additional machines needed to fulfil larger order volumes. “Although we had a business potential to accept orders up to about three years ahead, the factory’s space was about 3,000 meters too short to accommodate manufacturing all of them,” said Tetsuya Kimura, president and representative director of Asahi Tekko.

To better understand its physical resource use, the company collected operational data from its factory machines, such as production quantity and downtime. However, machine production counters were reviewed and recorded manually, a time-consuming process that lead to incorrect or incomplete entries.

Asahi Tekko employed enterprise open source solutions from Red Hat to create an Internet of Things (IoT) mechanism and business rules engine for automated data collection and real-time insight into machine operations. As a result, Asahi Tekko has cut capital expenditure by around ¥300 million, reduced employee over-work, and even created a Software-as-a-Service (SaaS) offering for other manufacturing companies.

The company created a cycle time monitor, an IoT mechanism that would automatically collect and display operational data to eliminate manual errors and improve productivity. Employees can use this data to focus on repairing or improving slow and broken machines instead of checking each machine’s data. The company deployed Red Hat Enterprise Linux and Red Hat JBoss Enterprise Application Platform as the foundation for this solution.

In addition, the company deployed Red Hat Decision Manager (formerly Red Hat JBoss BRMS) as its rules engine, which includes complex event processing (CEP) capabilities that detect the relationship between massive volumes of information in real time. With these capabilities, Asahi Tekko’s IoT solution automatically detects and visualizes necessary site data—such as line production number and stop time—in real time.

BBVA, a financial group that provides financial services to more than 73 million customers in more than 30 countries, needed to update its technology to better support its digital transformation goals and improve its customer experience. “Customers demand 24-hour-a-day functionality from anywhere,” said José María Ruesta, global head of infrastructure, service, and open systems at BBVA.

“We have to achieve a balance between innovation and reliability. But as a bank, trying to translate these values into technology is difficult. Imagine a datacenter full of different operating systems, languages, and interfaces. There’s no room for innovation.”

BBVA wanted to create a single, global, cloud-native platform that is fully automated and self-service, combining real-time and batch data to help developers work efficiently and to ensure high service availability and reliability. As new functions increased the transaction volume handled by BBVA’s backend systems and applications, the group sought to update its IT environment as part of its digital transformation journey.

The company turned to enterprise open source software—including Red Hat OpenStack Platform and Red Hat OpenShift Container Platform—to build a unified global cloud platform that is fully automated, self-service, and data-centric. With this new platform, the company has increased efficiency and integration to provide a better customer experience and support innovation.

With a global open source platform, BBVA’s developers can quickly and easily deploy code across its branch network, speeding time to market for updates and new services. “Our proprietary platforms created isolation that prevented agile development of new products in line with customer demand,” said Ruesta.

“BBVA is a company with more than 150 years of experience, but the future is never certain. Digital transformation is critical to survival and competitive advantage,” said Ruesta. “Innovation means reinventing ourselves. It’s finding new ways to develop products and services that break the mold of traditional banking.”

The power to accomplish game-changing digital transformation is now available to the business user, who ultimately decides and directs what solutions the business needs. Ultimately, the purpose and intent of such transformation is to deliver value to the customer—quickly, with continuous delivery of quality and functionality. By empowering business users to engage in digital business process management and business rules management systems, enterprises can rapidly deploy and configure business technology to ever-changing processes, when and where it is needed.

Source: Red Hat

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Business Management Case Study: A Complete Breakdown

Gain a comprehensive understanding of the "Business Management Case Study" as we break down the concept from start to finish. Discover the incredible journeys of companies like Apple Inc., Tesla and Netflix as they navigate innovation, global expansion, and transformation. This detailed analysis will provide insights into the dynamic world of business management.

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Case studies play a pivotal role in understanding real-world challenges, strategies, and outcomes in the ever-evolving field of Business Management. This blog dives into the intricacies of a compelling Business Management Case Study, dissecting its components to extract valuable insights for aspiring managers, entrepreneurs, and students alike. Learn the study behind some of the most significant Business Management Case Studies & how an online business degree can help you learn more in this article. 

Table of Contents

1) What is Business Management? 

2) Case Studies in Business Management 

    a) Apple Inc. Innovation 

    b) Tesla’s EV revolution 

    c) Amazon retailer to e-commerce giant 

    d) McDonald’s global expansion 

    e) Netflix’s transformation 

3) Conclusion 

What is Business Management?  

Business Management refers to the set of activities, strategies, and practices employed to oversee and coordinate an organisation's operations, resources, and personnel to achieve specific goals and objectives. It encompasses a wide range of responsibilities to ensure an organisation's efficient and effective functioning across various functional areas. 

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Case Studies in Business Management  

Here are some of the notable case studies in the field of Business Management that have garnered attention due to their complexity, innovative strategies, and significant impact on their respective industries:  

Apple Inc. innovation  

a) Background: Apple Inc. is a global technology giant noted for its innovative products and design-driven approach. In the early 2000s, Apple faced intense competition and declining market share. The company needed to reinvent itself to remain relevant and competitive. 

b) Problem statement: Apple's challenge was revitalising its product line and regaining market leadership while navigating a rapidly changing technological world. 

c) Analysis of the situation: The Case Study dives into Apple's design thinking and customer-centric innovation to develop products that seamlessly blend form and function. The company's focus on user experience, ecosystem integration, and attention to detail set it apart from its competitors. 

d) Proposed solutions: Apple's strategy involved launching breakthrough products like the iPod, iPhone, and iPad that redefined their respective markets. The company also invested heavily in creating a robust ecosystem through iTunes and the App Store. 

e) Chosen strategy: Apple's commitment to user-centred design and innovation became the cornerstone of its success. The strategy encompassed cutting-edge technology, minimalist design, and exceptional user experience. 

f) Implementation process: Apple's implementation involved rigorous research and development, collaboration among various teams, and meticulous attention to detail. The company also established a loyal customer base through iconic product launches and marketing campaigns. 

g) Results and outcomes: Apple's strategy paid off immensely, leading to a resurgence in its market share, revenue, and brand value. The company's products became cultural touchstones, and its ecosystem approach set new standards for the technology industry. 

Tesla’s EV revolution  

a) Background: Tesla, led by Elon Musk, aimed to disrupt the traditional automotive industry by introducing electric vehicles (EVs) that combined sustainability, performance, and cutting-edge technology. 

b) Problem statement: Tesla faced challenges related to the production, scalability, and market acceptance of electric vehicles in an industry dominated by internal combustion engine vehicles. 

c) Analysis of the situation: This Case Study examines Tesla's unique approach, which combines innovation in electric powertrains, battery technology, and software. The company also adopted a direct-to-consumer sales model, bypassing traditional dealership networks. 

d) Proposed solutions: Tesla's solutions included building a network of Supercharger stations, developing advanced autonomous driving technology, and leveraging over-the-air software updates to improve vehicle performance and features. 

e) Chosen strategy: Tesla focused on high-quality engineering, creating a luxury brand image for EVs, and promoting a community of passionate supporters. The company also bet on long-term sustainability and energy innovation beyond just manufacturing cars. 

f) Implementation process: Tesla faced production challenges, supply chain issues, and scepticism from traditional automakers. The company's determination to continuously refine its vehicles and technology resulted in incremental improvements and increased consumer interest. 

g) Results and outcomes: Tesla's innovative approach catapulted it into the forefront of the EV market. The Model S, Model 3, Model X, and Model Y gained popularity for their performance, range, and technology. Tesla's market capitalisation surged, and the company played a significant part in changing the perception of electric vehicles. 

Amazon retailer to e-commerce giant  

a) Background: Amazon started as an online bookstore in the 1990s and quickly expanded its offerings to become the world's largest online retailer. However, its journey was riddled with challenges and risks. 

b) Problem statement: Amazon faced difficulties in achieving profitability due to its aggressive expansion, heavy investments, and price competition. The company needed to find a way to sustain its growth and solidify its position in the e-commerce market. 

c) Analysis of the situation: This Case Study explores Amazon's unique business model, which prioritises customer satisfaction, convenience, and diversification. The company continuously experimented with new ideas, services, and technologies. 

d) Proposed solutions: Amazon's solutions included the introduction of Amazon Prime, the Kindle e-reader, and the development of its third-party seller marketplace. These initiatives aimed to enhance customer loyalty, expand product offerings, and increase revenue streams. 

e) Chosen strategy: Amazon's strategy revolved around long-term thinking, customer obsession, and a willingness to invest heavily in innovation and infrastructure, even at the expense of short-term profits. 

f) Implementation process: Amazon's implementation involved building a vast network of fulfilment centres, investing in advanced technology for logistics and supply chain management, and expanding its services beyond e-commerce into cloud computing (Amazon Web Services) and entertainment (Amazon Prime Video). 

g) Results and outcomes: Amazon's strategy paid off as it transformed from an online bookstore to an e-commerce behemoth. The company not only achieved profitability but also diversified into various sectors, making Jeff Bezos the richest person in the world for a time. 

McDonald’s global expansion  

a) Background: McDonald's is one of the world's largest and most recognisable fast-food chains. The Case Study focuses on the company's global expansion strategy and challenges in adapting to diverse cultural preferences and market conditions. 

b) Problem statement: McDonald's challenge was maintaining its brand identity while tailoring its menu offerings and marketing strategies to suit different countries' preferences and cultural norms. 

c) Analysis: The Case Study analyses McDonald's localisation efforts, menu adaptations, and marketing campaigns in different countries. It explores how the company balances standardisation with customisation to appeal to local tastes. 

d) Solutions and outcomes: McDonald's successfully combines global branding with localized strategies, resulting in sustained growth and customer loyalty in various markets. The Case Study demonstrates the importance of understanding cultural nuances in international business. 

Netflix’s evolution  

a) Background: Netflix started as a DVD rental-by-mail service and became a leading global streaming platform. The Case Study explores Netflix's strategic evolution, content production, and influence on the entertainment industry. 

b) Problem statement: Netflix's challenge was transitioning from a traditional DVD rental business to a digital streaming service while competing with established cable networks and other streaming platforms. 

c) Analysis: The Case Study analyses Netflix's shift to online streaming, its investment in original content production, and its use of data analytics to personalise user experiences and content recommendations. 

d) Solutions and outcomes: Netflix's strategic pivot and focus on content quality and user experience contributed to its dominance in the streaming market. The Case Study illustrates how embracing digital disruption and customer-centric strategies can drive success.  

Conclusion  

These case studies offer valuable insights into different facets of Business Management, including innovation, strategic decision-making, customer-centric approaches, and market disruption. Analysing these cases provides aspiring managers and entrepreneurs with real-world examples of how effective strategies, risk-taking, and adaptability can lead to remarkable success in the dynamic business world. 

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The case management process: a step-by-step guide to success

Case management is a collaborative process that assesses, plans, implements, coordinates, monitors, and evaluates the options and services required to meet the health and human services needs of those you serve.

At its core, case management is about transforming lives through individualized care and services that help those you serve to meet their personal goals. In this guide, we’ll use industry best practices to break down the key components and core principles of the case management process for human services agencies. Let’s get started.

Components of effective case management

A successful case management process consists of four core components: intake, needs assessment, service planning, and monitoring and evaluation. Let’s explore how they can be incorporated into a  comprehensive case management system  to collect data, track client success, foster organizational change, increase funding, and accelerate impact.  

Intake is the initial meeting between a case manager and a new client.  During this time, the case manager gathers demographic information about them, identifies immediate needs, establishes trust, and builds a relationship. Case managers should collect the following information during this process: 

• Past and current health conditions.
• Socioeconomic and financial status.
• Living situation and environment.
• Prior social and health services accessed.
• Physical, emotional, and cognitive functioning.
• Health insurance coverage and benefits.

Intake helps a case manager to determine if a client would benefit from their organization’s services. If they are a good fit, the case manager will move on to assessing their individual needs. If their needs misalign with the organization’s service area, the case manager will refer them to an outside community resource.

How to level up your case management intake process:  As you intake new clients, use your case management software solution to  collect and organize the information  you need to create complete client profiles.

Needs assessment

A  needs assessment  builds on the information collected during the intake stage, going into greater depth about the client's challenges and goals.  During this stage, the case manager’s primary objective is to identify their problems, interests, and risks to success. While every client goes through this stage when they start working with a human services agency, it’s important to reassess over time as needs and circumstances change.

How to level up your case management needs assessment process:  With comprehensive case management software, leverage pre-made, evidence-based forms or create your own assessment tools to gauge client needs and accurately assign services.

Service planning

In the service planning stage, a case manager establishes goals for clients and the actionable next steps to meet those goals.  Generally, goals should include specific outputs, outcomes, and metrics that can be used to assess their success. 

After setting goals, case managers will draft a case management plan that outlines the monitoring, supervision, and activities of a client alongside a clear timeline. 

How to level up your case management service planning process:  Organize client information and case plans based on the programs and services they have been assigned. As their needs change, use your software to quickly update their records across services.

Monitoring and evaluation

Monitoring and evaluation are critical to understanding the impact specific programs and services have on a client.  Case managers should continuously monitor and evaluate their progress via the output and outcome metrics defined in the service planning stage to identify both obstacles and progress toward their goals. 

How to level up your case management monitoring and evaluation process:  Consistently monitor results to  achieve long-term outcomes . With built-in forms and reports, a comprehensive case management system can help you measure and manage client success with the push of a button. 

Human service organizations of all sizes require case managers to practice each of these four components to ensure client success, in addition to ensuring services provided are safe and helpful for each individual.

Core principles of case management

At the heart of every case management process are four core principles. These principles help protect clients and make your services and interventions more impactful:

• Build trusting relationships.  Whether a case manager plays a large or small role, a trusting relationship throughout the case management process is key to engaging clients. From intake to monitoring and evaluation, provide them with a confidential, understanding, and empathetic environment to share their stories, challenges, and feelings.
• Empower your clients.  In many ways, your relationship with clients should be a partnership. While you may take on the majority of the work at first, the ultimate goal of your case management practice should be to leave them with the confidence to assert their needs, articulate their story, and make healthy choices after your engagement is over.
• Use  evidence-based strategies .  Work collaboratively with clients to collect and analyze data through assessments, case notes, active listening, available research, and previous experience. Based on your analysis, you can determine what’s working for them and what could be improved. With these findings, you can adjust services and approaches as necessary.
• Leverage powerful tools.  To ensure your organization maintains quality data collection and evaluation practices, use  comprehensive case management software . With the tools to streamline intake and assessment, generate automatic reports, and share data according to industry standards, you’ll gather the information necessary to inform your practice.

By implementing these best practices, you can ensure the success of your entire community and ensure more positive outcomes for your clients.

Achieving success with the case management process

Case management is not a linear, straightforward process, but instead a cyclical, iterative one. In many cases, as you monitor and regularly evaluate clients, you’ll find that you need to re-assess their needs and plan new services to align with their evolving circumstances and achieve success.

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What the Case Study Method Really Teaches

by Nitin Nohria

Summary .   

It’s been 100 years since Harvard Business School began using the case study method. Beyond teaching specific subject matter, the case study method excels in instilling meta-skills in students. This article explains the importance of seven such skills: preparation, discernment, bias recognition, judgement, collaboration, curiosity, and self-confidence.

During my decade as dean of Harvard Business School, I spent hundreds of hours talking with our alumni. To enliven these conversations, I relied on a favorite question: “What was the most important thing you learned from your time in our MBA program?”

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Case Study Mastery: Examples & Step-by-Step Templates

Master case study: Uncover key strategies to conduct & present findings that influence decisions charachters.

February 9, 2024

What's Inside?

Understanding and sharing success stories in the business management world is crucial for grasping the growth journey of a business.

In this article, we will delve into the concept of a business management case study, exploring its definition, benefits, limitations, step-by-step process, types, and essential elements.

What is a Case Study?

A case study research is a detailed analysis of a particular subject, often a real-world situation or scenario, to draw insights and conclusions. It serves as a valuable tool for learning from successful strategies, identifying challenges, and making informed decisions.

Key Characteristics of a Case Study:

Specific Focus: Case studies concentrate on a particular subject, narrowing down the scope to delve deeply into specific aspects.

Real-world Context: Unlike theoretical studies, case studies are grounded in the real world. They often involve the examination of actual events, circumstances, or challenges.

Comprehensive Exploration: Case studies involve a thorough investigation of multiple facets of the chosen subject. This may include collecting and analyzing data, conducting interviews, and reviewing relevant documents.

Contextualization: Each case study is set within a context, providing background information to help readers or viewers understand the circumstances surrounding the case.

Problem-Solving Orientation: While exploring the intricacies of a case, case studies often aim to identify problems, challenges, or opportunities. They can be used as tools for problem-solving and decision-making.

In-depth Analysis: The analysis in a case study goes beyond surface-level observations. It involves a detailed examination of factors contributing to the situation, allowing for a nuanced understanding.

Presentation of Findings: A case study concludes with the presentation of findings, insights, and conclusions. Leveraging a visually compelling presentation plays a vital role for a case study to speak out.

Why You Should Write a Case Study?

Writing a case study offers several compelling reasons for individuals and businesses alike:

Demonstrate Success: A case study allows you to showcase your achievements and successes. It provides tangible evidence of your capabilities, helping build trust and credibility with potential clients, customers, or collaborators.

Educate and Inform: Use case studies to share valuable insights, lessons learned, and best practices. By documenting your experiences, you contribute to the collective knowledge within your industry, positioning yourself as an authority and resource.

Problem-Solving Showcase: If your case study revolves around overcoming challenges, it highlights your problem-solving abilities. This can be particularly impactful in industries where complex issues require innovative solutions.

Engage Your Audience: Well-crafted case studies are engaging and resonate with your audience. They tell a story, making information more relatable and memorable. This storytelling aspect can captivate readers and enhance their understanding of your work.

Build Brand Awareness: Case studies provide an opportunity to promote your brand in a context that goes beyond traditional marketing. Through real-world examples, you can reinforce your brand message and values.

Attract New Opportunities: A compelling case study can attract new opportunities, whether it be clients, partnerships , or collaborations. It serves as a powerful marketing tool, showcasing your expertise and capabilities to a wider audience.

Validate Your Methods: For businesses, case studies serve as a validation of their methods and strategies. Employing a robust case study methodology is a way to demonstrate the effectiveness of your products, services, or approaches to potential clients or customers through a thorough research process.

Internal Learning: Writing a case study requires reflection on your processes and approach case outcomes. This internal learning process can contribute to continuous improvement within your organization , fostering a culture of innovation and adaptability.

SEO Benefits: Case studies can be optimized for search engines, contributing to your online visibility. Including relevant keywords and internal links in your case studies can improve your website's SEO , attracting more organic traffic.

Differentiation: In competitive industries, a well crafted case study sets you apart from the competition. It allows you to highlight what makes your approach unique and why clients or customers should choose your products or services.

Benefits and Limitations of Case Studies

Benefits of Case Studies:

• Evident Success Stories: Case studies serve as tangible evidence of a business's success, allowing them to showcase real-world achievements and build credibility with potential clients or customers.
• Effective Marketing Tool: They function as powerful marketing tools by providing in depth insights into a business's capabilities , differentiating it from competitors, and influencing the decision making process of potential clients.
• Client Relationship Building: Through detailed case studies, businesses can strengthen relationships with existing clients by demonstrating their commitment, problem solving abilities, and delivering measurable results.
• Versatile Content: Case studies offer versatile content that can be repurposed across various marketing channels, including websites, social media, presentations, and promotional materials.
• Educational Value: Businesses can use case studies to educate their target audience about their industry, innovative solutions, and best practices, positioning themselves as thought leaders.

Limitations of Case Studies:

• Resource Intensive: Creating comprehensive case studies demands significant resources, including time, effort, and potential costs, making them resource-intensive for businesses.
• Limited Generalization: Findings from a specific case study may not be universally applicable, limiting their generalizability to other scenarios or industries.
• Potential Bias: There is a risk of bias in the selection and presentation of information, as businesses may be inclined to emphasize positive outcomes and downplay challenges.
• Confidentiality Concerns: Businesses may face challenges in sharing detailed information, especially if it involves sensitive data or strategies, raising concerns about confidentiality.
• Difficulty in Replication: The unique circumstances of a case study may make it challenging to replicate the same success in different contexts, limiting the broader applicability of the insights gained.

How to Conduct a Case Analysis: Step-by-step

1. define the objective:.

• Clearly outline the purpose of the case study. What do you aim to achieve or understand through this analysis?

2. Select the Case:

• Identify a relevant and specific case that aligns with your objective. For an important case study this could be a real-world situation, event, or phenomenon.

3. Background Research:

• Gather background information about the case. This may include historical context, key players involved, and any existing literature on the subject.

4. Identify Key Issues or Questions:

• Formulate specific research questions or highlight key issues you want to address through the case study.

5. Choose the Research Method:

• Decide on the case study method or approach for data collection. A case study research method could involve qualitative methods such as interviews, observations, or document analysis.

6. Develop Data Collection Plan:

• Outline a detailed plan for collecting data. Specify sources, methods, and tools you will use to gather relevant information.

7. Data Collection:

• Execute the data collection plan. Conduct interviews , observe events, and analyze documents to accumulate necessary data.

8. Data Analysis:

• Apply appropriate analytical techniques to interpret the gathered data. This may involve coding, categorizing, and identifying patterns or themes.

9. Construct the Case Study Narrative:

• Organize the findings into a coherent and structured narrative. Develop sections that cover the introduction, background, analysis, and conclusion.

10. Draw Conclusions:

• Based on your analysis, after you conduct case study , draw conclusions that address the research questions or objectives. Consider the implications of your findings.

11. Peer Review or Feedback:

• Seek feedback from colleagues, mentors, or peers to ensure the validity and reliability of your case study.

12. Finalize the Case Study:

• Incorporate feedback and make necessary revisions. Finalize the case study, ensuring clarity, coherence, and adherence to ethical guidelines.

13. Document and Share:

• Prepare the case study for publication or presentation and take advantage of Decktopus AI, a user-friendly and efficient presentation generator powered by AI. Easily convert your case study insights into a visually compelling deck.

• Decktopus ensures your case studies are presented in a format that engages your audience, making your narratives more impactful and memorable. Explore the benefits of Decktopus AI to elevate your case study presentations effortlessly.

What are the Components of a Case Study

The format of a case study typically comprises several key components to present information in a structured and comprehensive manner. While variations may exist based on the context and purpose, a standard case study format often includes the following elements:

1. Introduction:

Provide a brief overview of the case and set the stage for the reader. Outline the main objectives and establish the context of the study.

2. Background:

Present relevant background information about the subject of the case. This may include the history, industry context, or any pertinent details necessary for understanding the situation.

3. Problem Statement or Objectives:

Clearly state the problem or the main objectives of the case study. Define the issues or challenges that the study aims to address.

4. Analysis:

Dive into the analysis of the case. This section often comprises multiple sub-sections, each exploring different aspects such as market conditions, internal factors, external influences, etc.

5. Solution or Action:

Propose solutions or actions to address the identified problems. Detail the steps taken or recommended strategies based on the analysis.

6. Results:

Present the outcomes of the solutions or actions taken. Include any measurable results, impacts, or changes observed.

7. Conclusion:

Summarize the key points, outcomes, and lessons learned. Revisit the problem statement and emphasize the significance of the study, highlighting how the research design shaped the results.

Types of Case Studies

Case Study Examples

1. marketing case study template.

The Marketing Case Study Template is tailored for marketers, highlighting successful marketing strategies . Uncover the methods employed, target audience engagement, and measurable outcomes.

Ideal for marketing professionals seeking insights into effective campaign executions. With Decktopus AI , spending your precious time perpetually recreating your product's presentation has become an ancient practice.

Along with our collection of case-study templates, with our one-click platform, you can easily create beautiful presentations for yourself or your clients.

Also check out: creative marketing case study template .

2. Sales Case Study Template

The Sales Case Study Template is designed for salespeople to present and discuss case studies in sales meetings. With its professional look and engaging layout, your clients will be impressed with the level of detail you put into your analysis.

This professionally designed template is easy to use and easy to customize, making it the perfect way to show off your small business expertise.

So whether you're looking to wow potential clients or just need a little more confidence in your sales meetings, our client case study template will help you make an impact.

Also check-out: case study template for sales teams .

3. Design Case Study Example: UI Case Study Template

The UI Case Study Template is specifically designed for UI designers, making it easy to discuss your design process and findings. Present your design case studies like a pro with our target-spesific case study templates. With our design case study template , you'll be able to showcase your work in a clear, professional manner.

Looking to create a stunning case study presentation for your next client meeting? Look no further than our case study templates! Our professional and easy-to-use templates are perfect for designers of all experience levels, and will help you showcase your work in a clear and concise way.

Also check out: Art Case Study Template .

Explore More Case Study Templates

Discover a vast collection of case study templates from various fields, including marketing, sales, and design, in our dedicated Case Study Examples Blog. Gain insights into diverse business scenarios and find inspiration for your own projects.

Case Study Presentation Creation with Decktopus AI

Streamlining the creation of engaging visual case studies has never been easier than with Decktopus AI . This innovative platform offers a seamless experiencensimply write your input, and Decktopus takes care of the rest, ensuring that your templates not only boast a polished visual appeal but also integrate relevant and impactful content effortlessly.

Discover how easy it is to create engaging case study templates using Decktopus AI . Our platform ensures your templates look great and contain relevant content. With the help of our AI assistant, you not only get support during presentations but also receive tips, facilitate Q&A, and increase overall engagement.

Explore the unique storytelling format that Decktopus offers, making your case studies more relatable. For a step-by-guide on how to easily create a visually stunning case study with Decktopus, see our case study examples blog.

This approach allows you to present information in a narrative style, connecting better with your audience. Find practical tips for smoother case study presentations, from effective storytelling to engaging your audience. Improve your presentation experience with Decktopus AI , where simplicity meets interactivity and storytelling for effective communication.

It features, practical design, mobilizing easy principles of marketing ecosystem platform design. Making it by far the easiest thing to use in your daily practice of mobilizing marketing ecosystems through platform strategies.

Frequently Asked Questions

1) what is a marketing case study.

A marketing case study is a concise analysis of a business's marketing strategy, showcasing its objectives, challenges, tactics, and outcomes. It offers practical insights into real-world marketing applications, serving as a valuable learning tool for understanding successful practices and lessons learned in achieving specific marketing goals.

2) What is a case study?

A case study, or case report, is a concise examination of a specific subject, often real-world situations or problems, providing detailed insights and analysis for learning or decision-making purposes.

3) How should you write a case study?

To create an impactful case study, define objectives, choose a relevant case, gather key information, and use Decktopus for a polished presentation. Employ data analysis, construct a clear narrative, and offer actionable recommendations.

Validate findings and consider broader implications. Decktopus streamlines this process, providing a user-friendly platform for creating compelling case study presentations effortlessly.

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Home » Case Study – Methods, Examples and Guide

Case Study – Methods, Examples and Guide

Table of Contents

A case study is a research method that involves an in-depth examination and analysis of a particular phenomenon or case, such as an individual, organization, community, event, or situation.

It is a qualitative research approach that aims to provide a detailed and comprehensive understanding of the case being studied. Case studies typically involve multiple sources of data, including interviews, observations, documents, and artifacts, which are analyzed using various techniques, such as content analysis, thematic analysis, and grounded theory. The findings of a case study are often used to develop theories, inform policy or practice, or generate new research questions.

Types of Case Study

Types and Methods of Case Study are as follows:

Single-Case Study

A single-case study is an in-depth analysis of a single case. This type of case study is useful when the researcher wants to understand a specific phenomenon in detail.

For Example , A researcher might conduct a single-case study on a particular individual to understand their experiences with a particular health condition or a specific organization to explore their management practices. The researcher collects data from multiple sources, such as interviews, observations, and documents, and uses various techniques to analyze the data, such as content analysis or thematic analysis. The findings of a single-case study are often used to generate new research questions, develop theories, or inform policy or practice.

Multiple-Case Study

A multiple-case study involves the analysis of several cases that are similar in nature. This type of case study is useful when the researcher wants to identify similarities and differences between the cases.

For Example, a researcher might conduct a multiple-case study on several companies to explore the factors that contribute to their success or failure. The researcher collects data from each case, compares and contrasts the findings, and uses various techniques to analyze the data, such as comparative analysis or pattern-matching. The findings of a multiple-case study can be used to develop theories, inform policy or practice, or generate new research questions.

Exploratory Case Study

An exploratory case study is used to explore a new or understudied phenomenon. This type of case study is useful when the researcher wants to generate hypotheses or theories about the phenomenon.

For Example, a researcher might conduct an exploratory case study on a new technology to understand its potential impact on society. The researcher collects data from multiple sources, such as interviews, observations, and documents, and uses various techniques to analyze the data, such as grounded theory or content analysis. The findings of an exploratory case study can be used to generate new research questions, develop theories, or inform policy or practice.

Descriptive Case Study

A descriptive case study is used to describe a particular phenomenon in detail. This type of case study is useful when the researcher wants to provide a comprehensive account of the phenomenon.

For Example, a researcher might conduct a descriptive case study on a particular community to understand its social and economic characteristics. The researcher collects data from multiple sources, such as interviews, observations, and documents, and uses various techniques to analyze the data, such as content analysis or thematic analysis. The findings of a descriptive case study can be used to inform policy or practice or generate new research questions.

Instrumental Case Study

An instrumental case study is used to understand a particular phenomenon that is instrumental in achieving a particular goal. This type of case study is useful when the researcher wants to understand the role of the phenomenon in achieving the goal.

For Example, a researcher might conduct an instrumental case study on a particular policy to understand its impact on achieving a particular goal, such as reducing poverty. The researcher collects data from multiple sources, such as interviews, observations, and documents, and uses various techniques to analyze the data, such as content analysis or thematic analysis. The findings of an instrumental case study can be used to inform policy or practice or generate new research questions.

Case Study Data Collection Methods

Here are some common data collection methods for case studies:

Interviews involve asking questions to individuals who have knowledge or experience relevant to the case study. Interviews can be structured (where the same questions are asked to all participants) or unstructured (where the interviewer follows up on the responses with further questions). Interviews can be conducted in person, over the phone, or through video conferencing.

Observations

Observations involve watching and recording the behavior and activities of individuals or groups relevant to the case study. Observations can be participant (where the researcher actively participates in the activities) or non-participant (where the researcher observes from a distance). Observations can be recorded using notes, audio or video recordings, or photographs.

Documents can be used as a source of information for case studies. Documents can include reports, memos, emails, letters, and other written materials related to the case study. Documents can be collected from the case study participants or from public sources.

Surveys involve asking a set of questions to a sample of individuals relevant to the case study. Surveys can be administered in person, over the phone, through mail or email, or online. Surveys can be used to gather information on attitudes, opinions, or behaviors related to the case study.

Artifacts are physical objects relevant to the case study. Artifacts can include tools, equipment, products, or other objects that provide insights into the case study phenomenon.

How to conduct Case Study Research

Conducting a case study research involves several steps that need to be followed to ensure the quality and rigor of the study. Here are the steps to conduct case study research:

• Define the research questions: The first step in conducting a case study research is to define the research questions. The research questions should be specific, measurable, and relevant to the case study phenomenon under investigation.
• Select the case: The next step is to select the case or cases to be studied. The case should be relevant to the research questions and should provide rich and diverse data that can be used to answer the research questions.
• Collect data: Data can be collected using various methods, such as interviews, observations, documents, surveys, and artifacts. The data collection method should be selected based on the research questions and the nature of the case study phenomenon.
• Analyze the data: The data collected from the case study should be analyzed using various techniques, such as content analysis, thematic analysis, or grounded theory. The analysis should be guided by the research questions and should aim to provide insights and conclusions relevant to the research questions.
• Draw conclusions: The conclusions drawn from the case study should be based on the data analysis and should be relevant to the research questions. The conclusions should be supported by evidence and should be clearly stated.
• Validate the findings: The findings of the case study should be validated by reviewing the data and the analysis with participants or other experts in the field. This helps to ensure the validity and reliability of the findings.
• Write the report: The final step is to write the report of the case study research. The report should provide a clear description of the case study phenomenon, the research questions, the data collection methods, the data analysis, the findings, and the conclusions. The report should be written in a clear and concise manner and should follow the guidelines for academic writing.

Examples of Case Study

Here are some examples of case study research:

• The Hawthorne Studies : Conducted between 1924 and 1932, the Hawthorne Studies were a series of case studies conducted by Elton Mayo and his colleagues to examine the impact of work environment on employee productivity. The studies were conducted at the Hawthorne Works plant of the Western Electric Company in Chicago and included interviews, observations, and experiments.
• The Stanford Prison Experiment: Conducted in 1971, the Stanford Prison Experiment was a case study conducted by Philip Zimbardo to examine the psychological effects of power and authority. The study involved simulating a prison environment and assigning participants to the role of guards or prisoners. The study was controversial due to the ethical issues it raised.
• The Challenger Disaster: The Challenger Disaster was a case study conducted to examine the causes of the Space Shuttle Challenger explosion in 1986. The study included interviews, observations, and analysis of data to identify the technical, organizational, and cultural factors that contributed to the disaster.
• The Enron Scandal: The Enron Scandal was a case study conducted to examine the causes of the Enron Corporation’s bankruptcy in 2001. The study included interviews, analysis of financial data, and review of documents to identify the accounting practices, corporate culture, and ethical issues that led to the company’s downfall.
• The Fukushima Nuclear Disaster : The Fukushima Nuclear Disaster was a case study conducted to examine the causes of the nuclear accident that occurred at the Fukushima Daiichi Nuclear Power Plant in Japan in 2011. The study included interviews, analysis of data, and review of documents to identify the technical, organizational, and cultural factors that contributed to the disaster.

Application of Case Study

Case studies have a wide range of applications across various fields and industries. Here are some examples:

Business and Management

Case studies are widely used in business and management to examine real-life situations and develop problem-solving skills. Case studies can help students and professionals to develop a deep understanding of business concepts, theories, and best practices.

Case studies are used in healthcare to examine patient care, treatment options, and outcomes. Case studies can help healthcare professionals to develop critical thinking skills, diagnose complex medical conditions, and develop effective treatment plans.

Case studies are used in education to examine teaching and learning practices. Case studies can help educators to develop effective teaching strategies, evaluate student progress, and identify areas for improvement.

Social Sciences

Case studies are widely used in social sciences to examine human behavior, social phenomena, and cultural practices. Case studies can help researchers to develop theories, test hypotheses, and gain insights into complex social issues.

Law and Ethics

Case studies are used in law and ethics to examine legal and ethical dilemmas. Case studies can help lawyers, policymakers, and ethical professionals to develop critical thinking skills, analyze complex cases, and make informed decisions.

Purpose of Case Study

The purpose of a case study is to provide a detailed analysis of a specific phenomenon, issue, or problem in its real-life context. A case study is a qualitative research method that involves the in-depth exploration and analysis of a particular case, which can be an individual, group, organization, event, or community.

The primary purpose of a case study is to generate a comprehensive and nuanced understanding of the case, including its history, context, and dynamics. Case studies can help researchers to identify and examine the underlying factors, processes, and mechanisms that contribute to the case and its outcomes. This can help to develop a more accurate and detailed understanding of the case, which can inform future research, practice, or policy.

Case studies can also serve other purposes, including:

• Illustrating a theory or concept: Case studies can be used to illustrate and explain theoretical concepts and frameworks, providing concrete examples of how they can be applied in real-life situations.
• Developing hypotheses: Case studies can help to generate hypotheses about the causal relationships between different factors and outcomes, which can be tested through further research.
• Providing insight into complex issues: Case studies can provide insights into complex and multifaceted issues, which may be difficult to understand through other research methods.
• Informing practice or policy: Case studies can be used to inform practice or policy by identifying best practices, lessons learned, or areas for improvement.

Advantages of Case Study Research

There are several advantages of case study research, including:

• In-depth exploration: Case study research allows for a detailed exploration and analysis of a specific phenomenon, issue, or problem in its real-life context. This can provide a comprehensive understanding of the case and its dynamics, which may not be possible through other research methods.
• Rich data: Case study research can generate rich and detailed data, including qualitative data such as interviews, observations, and documents. This can provide a nuanced understanding of the case and its complexity.
• Holistic perspective: Case study research allows for a holistic perspective of the case, taking into account the various factors, processes, and mechanisms that contribute to the case and its outcomes. This can help to develop a more accurate and comprehensive understanding of the case.
• Theory development: Case study research can help to develop and refine theories and concepts by providing empirical evidence and concrete examples of how they can be applied in real-life situations.
• Practical application: Case study research can inform practice or policy by identifying best practices, lessons learned, or areas for improvement.
• Contextualization: Case study research takes into account the specific context in which the case is situated, which can help to understand how the case is influenced by the social, cultural, and historical factors of its environment.

Limitations of Case Study Research

There are several limitations of case study research, including:

• Limited generalizability : Case studies are typically focused on a single case or a small number of cases, which limits the generalizability of the findings. The unique characteristics of the case may not be applicable to other contexts or populations, which may limit the external validity of the research.
• Biased sampling: Case studies may rely on purposive or convenience sampling, which can introduce bias into the sample selection process. This may limit the representativeness of the sample and the generalizability of the findings.
• Subjectivity: Case studies rely on the interpretation of the researcher, which can introduce subjectivity into the analysis. The researcher’s own biases, assumptions, and perspectives may influence the findings, which may limit the objectivity of the research.
• Limited control: Case studies are typically conducted in naturalistic settings, which limits the control that the researcher has over the environment and the variables being studied. This may limit the ability to establish causal relationships between variables.
• Time-consuming: Case studies can be time-consuming to conduct, as they typically involve a detailed exploration and analysis of a specific case. This may limit the feasibility of conducting multiple case studies or conducting case studies in a timely manner.
• Resource-intensive: Case studies may require significant resources, including time, funding, and expertise. This may limit the ability of researchers to conduct case studies in resource-constrained settings.

About the author

Muhammad Hassan

Researcher, Academic Writer, Web developer

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Asset Information Handover Guidelines from Planning and Construction to Operations and Maintenance (2024)

Chapter: 7 case study process.

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CHAPTER 7 Case Study Process Introduction to the Process The research team conducted focus group interviews beginning in the spring of 2022 with airports that believed they had functioning asset management programs with successful busi­ ness processes and procedures in place or airports that were simply interested in improving their internal processes addressing project closeout activities. In addition, one non-airport organiza­ tion was interviewed to understand their approach to asset information handover. The phase of a project referred to in this guide as “project closeout” has also been referred to as “asset onboarding” or “asset acquisition.” This phase occurs when a project is coming to an end, and the airport, as the owner, will soon be gaining control over its operation and mainte­ nance management. At this time, the contractor or construction team provides maintenance and warranty requirements and numerous other contractual requirements to the airport owner, as part of the closeout process. No matter what term airport staff might use to refer to this phase of a project, it is when an airport owner gains the information needed to properly own, operate, and maintain the newly constructed asset. Design and construction teams play a crucial role in helping to manage an airport’s asset data. Software and technology help these teams throughout the design and con­ struction phases, but unfortunately, at project closeout, all their data falls into a black hole if the airport, as the owner, has no business process or plan in place to accept it. The intent of the focus group interviews was to learn from the participating organizations what they currently were doing to support their understanding of their constructed assets, espe­ cially in relation to project closeout and the asset information deliverables that are part of this business process. Another intent was to learn how each organization obtained the documenta­ tion necessary to effectively maintain and manage the assets created as part of a design and construction project. Several questions focused on asset information handover at all phases of a project were devel­ oped by the research team. These questions formed the basis of the case study conversations about collecting and keeping accurate asset data; the traditional planning, design, and construc­ tion activities; and finally, each airport’s expectations for asset ownership. Questions as Part of the Process Several questions were developed within a spreadsheet application workbook prior to sched­ uling the focus group sessions to serve as a guide for the conversation about asset information handover. This workbook consisted of several worksheets, each intended to address a topic seen as significant to the overall process of managing and maintaining constructed assets at an airport. 37 

38   Asset Information Handover Guidelines from Planning and Construction to Operations and Maintenance The original intent was that the workbook would be reviewed, if not completed, by participat­ ing airport staff prior to the focus group conversation. The workbook began with this question, which was intended as the introduction to the general premise of the case study research: Considering how you currently manage and maintain your constructed assets (e.g., cargo/terminal buildings, utilities, pavements) provide information in response to the questions. These subsequent work­ sheets are intended to align with traditional phases in the asset acquisition process. What followed this prelude was a lengthy conversation with each organization participating in the case studies about its areas of concern. Questions for the organizations participating in the case studies were organized by the life-cycle phase of a project. There were multiple questions associated with each phase, so they cannot all be listed here. However, some sample questions listed by project phase follow: • Planning, design, and construction: Who do you consider stakeholders in your planning, design, and construction process (list departments, position titles, or similar)? • Closeout: Does your organization conduct a review of such requirements prior to substantial completion to help facilitate a smooth conclusion? • O&M: How does your organization develop maintenance strategies for your asset systems (e.g., PM modes/schedules, job plans, safety plans)? • Management of asset data: Do you have an enterprise-wide asset identification, structure, taxonomy, and/or naming convention? Does an asset have the same ID in each enterprise system? Focus Groups Several interviews were conducted with the case study participants. In some instances, more than one session was held, or sessions were conducted with multiple individuals one at a time to allow them to provide their perspectives on asset information handover roles and responsibilities without influencing their peers. Following the completion of the interviews, the conversations were summarized and documented as case studies (see Appendix D). These summaries provide helpful information about airports’ experiences with the project closeout phase of a project, asset management practices, and lessons learned. Analysis Analysis of the focus group conversations indicated that there is not one standout or foolproof approach to asset information handover at project closeout that will work for everyone. Each of the case study participants has “made do” with what works in their respective environments using the labor and financial resources that are available. Some effective practices that were identified by the case study participants include the following: • Creating a specific asset management division with the sole responsibility to oversee and man­ age the airports’ assets. • Tracking asset age, current condition, and identifying metrics across all asset classes and docu­ menting these metrics within an EAM system. • Keeping asset maintenance data in a software system accessible to anyone in the organization with a login. • Developing end-to-end data management processes and procedures beginning with planning and design. 

Case Study Process   39 • Developing standardized processes and procedures and then enforcing the requirements to obtain accurate data associated with project closeout and asset information handover. • Defining asset management as a “culture,” so the various stakeholders throughout the plan­ ning, design, and construction processes will, without having to think about it, ensure that future maintenance and management of the built environment will occur seamlessly. • Conducting meetings with stakeholders to discuss each project and each stakeholder’s needs, as well as the importance of working together for the benefit of the airport. These meetings improve staff members’ understanding of the requirements of others regarding each project. • Embracing mobile maintenance applications to better ensure work orders are established, issued, and completed, and the data needed to understand what it costs to maintain the assets is appropriately documented upon completion. 

The transition of asset information from the planning, design, and construction stages to the operations and maintenance (O&M) stage can be challenging. A successful asset information handover process will lead to informed O&M planning decisions, which may result in positive financial and functional impacts for O&M departments.

ACRP Research Report 264: Asset Information Handover Guidelines from Planning and Construction to Operations and Maintenance , from TRB's Airport Cooperative Research Program, presents guidelines for airport operators on establishing an asset information handover process during construction project closeout.

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Re-engineering F&A, Procurement and HR Operations for Scalability

25 september 2024.

A WNS Perspective

• A leading manufacturer sought to streamline and centralize its F&A , HR and procurement processes, replacing scattered and manual practices with automated, standardized systems.
• Leveraging its domain expertise, process excellence methodologies, transformation frameworks and automation capabilities, WNS transformed the client's workflows, enhancing efficiency and accuracy across key functions like invoice processing, payroll and procurement.
• The collaboration resulted in scalable, cohesive operations with improved turnaround times, better compliance and a more efficient overall system, setting the stage for future growth and adaptability.

A Four-year Transformative Odyssey of Achievement through Co-creation

This case study encapsulates the collaborative journey of WNS and a US-based hydro-equipment manufacturer as we turned scattered and disparate Finance and Accounting (F&A), Human Resources (HR) and procurement practices into a centralized and significantly more automated system. The objective was to expedite invoice resolutions, improve customer experience and scale operations.

In the era of flourishing green technologies…

Businesses are thriving in a wave of innovation. Local authorities and industries are implementing pioneering solutions to achieve their net-zero, de-carbonization and circularity goals, fueling the demand for sustainable business. However, fragmented supply chains and ad-hoc / manual processes impede operational efficiency and productivity.

For a leading hydro-equipment maker…

The challenge was managing its F&A, HR and procurement operations scattered across multiple locations, operating companies and lines of business. These functions wrestled with ad-hoc and manual processes, information silos and a workforce only partially equipped with the requisite knowledge.

The repercussions of this disjointed approach were evident in the client’s Enterprise Resource Planning (ERP) platform, which held invoices in limbo due to information gaps. Over a six-month period, the cumulative value of these stalled invoices amassed to a staggering USD 18 Million.

Dispersed, disconnected processes, along with diverse systems and policies, and a lack of critical-to-quality parameters spawned non-standardized practices and operational inefficiencies. Consequently, documentation, accountability and visibility into crucial business facets suffered.

Key challenges across the three functions encompassed:

Accounts Payable (AP)

Absence of formal procedures to address blocked supplier invoices resulted in >75 percent of the invoices being over a year old.

Record-to-Report (R2R)

Ad-hoc practices at different locations impacted reconciliations, the accuracy of reports and timelines.

Manual handling of new employee records led to payroll delays.

Workflow was hampered by disparate activities, multiple hand-offs and high Turnaround Times (TAT).

Raising Orders

The manual and fragmented nature of sales and purchase order processing resulted in error-prone documentation.

Employee Skilling

Manual training and assessment methodologies led to heightened reliance on subject matter experts.

Team Structure

Distributed ownership and a lack of clear sub-processes translated into protracted TAT and errors across all stages.

The client sought to consolidate and standardize its systems – streamlining the F&A, HR and procurement workflows – and establish a scalable, adaptive model for a dynamic business milieu.

Stepping in as a co-creation partner, WNS leveraged…

Its in-house transformation frameworks and partner ecosystem of intelligent technologies to re-invent the client’s F&A and HR functions. Concurrently, WNS Procurement – the high-impact, digital procurement ecosystem and supply chain capability at WNS – collaborated with the client to transform the procurement landscape. Our performance model harmonized service-level agreements and key performance indicators with the client’s commercial and financial goals.

A team of ~60 Full-time Equivalents (FTE) consolidated and centralized F&A, HR and procurement services spanning diverse platforms using a cost-effective shared services model. This was bolstered by robotic process automation woven into various work streams to unlock productivity and efficiency. A case management tool was deployed to integrate invoice processing and helpdesk activities to ensure a seamless supplier experience. Finally, WNS developed and deployed comprehensive business process documentation, with a periodic review mechanism.

Highlights of our solution included:

F&A and HR Solutions

Establishing centralized services from India and the Philippines

Sensitizing vendors to the correct use of the AP helpdesk for reduced volumes in invoice processing

Automating the Statement of Accounts (SOA) in Credit & Collection for proactive delivery to suppliers

Initiating an ongoing correspondence to steer customers to adopt the Corporate Trade Exchange (CTX) payment process

Creating detailed month-close trackers

Centralizing the rewards and recognitions program with a clear approvals mechanism

Crafting a centralized hub to manage tickets, owners and status queries, coupled with the implementation of a single-parent payroll ticket for every pay cycle

Establishing a quality team for daily / live audits and periodic governance

Re-defining the “as-is” process while driving process maturity based on HR best practices

Procurement Solutions

Streamlining and standardizing all process flows and touchpoints between AP and procurement for efficiency and faster invoice resolutions

Automating sales order creation using the SAP system and Electronic Data Interchange (EDI)

Digitizing new-hire training and evaluation for maximized output

Employing value-stream mapping to re-organize teams for clear accountability, reduced escalations and improved customer satisfaction

Leveraging SAP to automate Framework Orders (FO) in bulk, reducing human error and improving TAT

Prioritizing customer satisfaction scores using the Voice of Customer (VoC) methodology, facilitated by regular interactions with key stakeholders and informed by feedback / action plans

The large-scale transformation unveiled...

Cohesive, centralized F&A, HR and procurement practices, fortified by automation and trained FTEs, driving customer, supplier and employee-friendly policies. Key benefits included:

Augmented Scalability

• >USD 130 Million in total transactions handled by the collections team
• >8,400 transactions handled across all activities in HR shared services
• >70,000 transactions handled annually in payroll

Amplified Decision Support

• Real-time monitoring and efficient resource allocation to resolve blocked invoices
• Greater visibility for clients: Status, aging and open liability at the entity, profit center and location levels

Elevated Experience

• 10/10 VoC scores consistently received
• ~10 percent reduction in escalations
• ~5 percent faster TAT across sub-processes
• >90 percent reduction in payroll TAT for processing rewards and recognition
• Enhanced supplier experience due to improved on-time payment

Enhanced Process Outcomes

• 34 percent reduction in overdue invoices
• 20 percent increase in auto cash application through process improvement
• Outstanding invoice value halved down to USD 9 Million
• The aging period of invoices reduced from a year to <90 days
• >40 percent reduction in the daily average of outstanding blocked invoices
• ~80 percent reduction in TAT from FO automation
• Reduction in payroll cycle time
• Optimization in span control
• 100 percent achievement in accurate and timely service delivery
• Integrated HR helpdesk established for Tier 1 and 2 queries

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Methodology

• What Is a Case Study? | Definition, Examples & Methods

What Is a Case Study? | Definition, Examples & Methods

Published on May 8, 2019 by Shona McCombes . Revised on November 20, 2023.

A case study is a detailed study of a specific subject, such as a person, group, place, event, organization, or phenomenon. Case studies are commonly used in social, educational, clinical, and business research.

A case study research design usually involves qualitative methods , but quantitative methods are sometimes also used. Case studies are good for describing , comparing, evaluating and understanding different aspects of a research problem .

Table of contents

When to do a case study, step 1: select a case, step 2: build a theoretical framework, step 3: collect your data, step 4: describe and analyze the case, other interesting articles.

A case study is an appropriate research design when you want to gain concrete, contextual, in-depth knowledge about a specific real-world subject. It allows you to explore the key characteristics, meanings, and implications of the case.

Case studies are often a good choice in a thesis or dissertation . They keep your project focused and manageable when you don’t have the time or resources to do large-scale research.

You might use just one complex case study where you explore a single subject in depth, or conduct multiple case studies to compare and illuminate different aspects of your research problem.

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Once you have developed your problem statement and research questions , you should be ready to choose the specific case that you want to focus on. A good case study should have the potential to:

• Provide new or unexpected insights into the subject
• Challenge or complicate existing assumptions and theories
• Propose practical courses of action to resolve a problem
• Open up new directions for future research

TipIf your research is more practical in nature and aims to simultaneously investigate an issue as you solve it, consider conducting action research instead.

Unlike quantitative or experimental research , a strong case study does not require a random or representative sample. In fact, case studies often deliberately focus on unusual, neglected, or outlying cases which may shed new light on the research problem.

Example of an outlying case studyIn the 1960s the town of Roseto, Pennsylvania was discovered to have extremely low rates of heart disease compared to the US average. It became an important case study for understanding previously neglected causes of heart disease.

However, you can also choose a more common or representative case to exemplify a particular category, experience or phenomenon.

Example of a representative case studyIn the 1920s, two sociologists used Muncie, Indiana as a case study of a typical American city that supposedly exemplified the changing culture of the US at the time.

While case studies focus more on concrete details than general theories, they should usually have some connection with theory in the field. This way the case study is not just an isolated description, but is integrated into existing knowledge about the topic. It might aim to:

• Exemplify a theory by showing how it explains the case under investigation
• Expand on a theory by uncovering new concepts and ideas that need to be incorporated
• Challenge a theory by exploring an outlier case that doesn’t fit with established assumptions

To ensure that your analysis of the case has a solid academic grounding, you should conduct a literature review of sources related to the topic and develop a theoretical framework . This means identifying key concepts and theories to guide your analysis and interpretation.

There are many different research methods you can use to collect data on your subject. Case studies tend to focus on qualitative data using methods such as interviews , observations , and analysis of primary and secondary sources (e.g., newspaper articles, photographs, official records). Sometimes a case study will also collect quantitative data.

Example of a mixed methods case studyFor a case study of a wind farm development in a rural area, you could collect quantitative data on employment rates and business revenue, collect qualitative data on local people’s perceptions and experiences, and analyze local and national media coverage of the development.

The aim is to gain as thorough an understanding as possible of the case and its context.

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In writing up the case study, you need to bring together all the relevant aspects to give as complete a picture as possible of the subject.

How you report your findings depends on the type of research you are doing. Some case studies are structured like a standard scientific paper or thesis , with separate sections or chapters for the methods , results and discussion .

Others are written in a more narrative style, aiming to explore the case from various angles and analyze its meanings and implications (for example, by using textual analysis or discourse analysis ).

In all cases, though, make sure to give contextual details about the case, connect it back to the literature and theory, and discuss how it fits into wider patterns or debates.

If you want to know more about statistics , methodology , or research bias , make sure to check out some of our other articles with explanations and examples.

• Normal distribution
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Definition of characteristic subsidence parameters. A case study in the Catalan potassium basin

• Original Article
• Open access
• Published: 26 September 2024
• Volume 83 , article number  566 , ( 2024 )

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You have full access to this open access article

• Nor Sidki-Rius   ORCID: orcid.org/0000-0003-2395-8388 1 ,
• Marc Bascompta   ORCID: orcid.org/0000-0003-1519-6133 1 ,
• Lluís Sanmiquel   ORCID: orcid.org/0000-0001-5612-4713 1 &
• Maria Teresa Yubero   ORCID: orcid.org/0000-0003-1871-8507 1  

Subsidence is one of the main environmental impacts of underground mining worldwide. Besides, the increasing complexity of underground mining due to greater depths and interaction with inhabited and environmentally sensitive areas can lead to challenges that may threaten the viability of mining due to phenomena such as subsidence. This research aims to increase the knowledge about surface subsidence due to underground mining, characterising the main factors that rule mining subsidence utilising an actual mine that extracts potash. The calculation methodology was based on 74 sections of the subsidence basin, using GPS measurements and the InSAR technique, with data collected over twelve nonconsecutive years from 1995 to 2021. Thus, three different active areas and one residual area were determined. Average boundary angles and their average distances of influence for the active regions have also been determined. Furthermore, using the least squares method, the subsidence basin curve was defined using a Gaussian function. The algorithm that governs the subsidence process has been successfully calculated, allowing the approximation of the deformation of any point within an area of interest. The novelty of this paper is twofold: the results obtained provide a detailed subsidence behaviour and a prediction model of the case study. Furthermore, the methodology implemented can be applied to other subsidence basins with mines in their area of influence. Hence improving the surface mining area’s safety levels and managing the environmental impacts.

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Introduction

The availability of mineral resources and the technological capacity to obtain and use them are two primary determinants of a nation’s prosperity and are essential for our society’s development (Bascompta et al. 2022 ). However, the improper exploitation of raw minerals can cause significant environmental issues such as water pollution (El Khalil et al. 2008 ), soil contamination (Montalván-Olivares et al. 2021 ), loss of wild biodiversity (Murguía et al. 2016 ) or subsidence (Hamdi et al. 2018 ; Mason et al. 2021 ). Consequently, there is a need for new methodologies to improve mining practices and reduce environmental impact, as seen in initiatives like the Responsible Research Innovation (RRI) from Horizon 2020, which aims to make industries more inclusive and sustainable (Iatridis and Schroeder 2016 ). In addition, responsible mining has a positive impact on the economic growth of the mining industry (Yousefian et al. 2024 ).

Underground mining is particularly associated with subsidence, affecting both mining infrastructure and inhabited areas (Pipia et al. 2007 ; Perissin and Wang 2011 ; Solarski et al. 2022 ). Subsidence can be classified as a direct or indirect process; on the one hand, direct processes such as post-mining voids to the surface; on the other hand, mining-induced dewatering, which in some mining operations is a key aspect and has typically been understudied (Guzy and Witkowski 2021 ). Moreover, other indirect processes can be found in subsidence due to mining-induced earthquakes (Malinowska et al. 2018 ; Witkowski et al. 2024 ). Both types of subsidence can be related to the extraction of essential mineral resources, such as groundwaters or potash (Sanmiquel et al. 2018 ; Figueroa-Miranda et al. 2018 ).

The main use of potash ore is as a fertiliser, and nowadays, its use is essential for the continued production of crops (Zörb et al. 2014 ). Therefore, it can be considered a vital ore in reducing world hunger. For example, more than 828 million people worldwide suffered from hunger in 2021 (FAO et al. 2022 ). Moreover, the United Nations stated in 2022 that 17 Sustainable Development Goals (SDG), especially the second SDG, “Zero Hunger”, and the fifteenth “Life on Land”, are completely linked to potash extraction. Potash extraction, often through deep underground mining, poses significant environmental challenges, especially related to subsidence (Broughton 2019 ; Ushakova et al. 2023 ). Several environmental impacts on the surface of the mine can be developed due to the mining works (Warren 2016 ; Ushakova et al. 2023 ). It is well-known that the main impact of the construction of underground potash ore deposits involves geotechnical challenges, mainly related to time-dependent behaviour (Campos de Orellana 1996 ; Corthésy et al. 2003 ; Marketos et al. 2015 ; Minkley et al. 2016 ; Yubero et al. 2021 ) and subsidence processes (Yerro et al. 2014 ; Modeste et al. 2021 ). The effects of subsidence processes appear mostly on the surface, such as cracks, changes in the topography of the ground or even collapses (Baryakh et al. 2016 ; Baryakh and Samodelkina 2018 ). Although deposits deeper than 1,000 m are not common, there are some examples, such as the Saskatchewan ore deposit (Canada), which is one of the unique examples of long-term potash mining at such depths (Van Sambeek 1997 ; Ong et al. 2007 ; Samsonov et al. 2014 ; Baryakh et al. 2021 ). Nowadays, several deep potash mines are under construction or have already been built in countries like Russia or Spain (Baryakh et al. 2015 , 2021 ; Sanmiquel et al. 2018 ; Sidki-Rius et al. 2022 ), representing a challenge to reconcile their exploitation with the needs of the surrounding ecosystem. Numerous studies have investigated subsidence phenomena and their environmental implications, primarily focusing on subsidence basins due to soft ground tunnelling or coal mining. One of the earliest geotechnical studies on ground subsidence in clay soils was conducted by Terzaghi and Peck ( 1948 ). In subsequent years, Schmidt ( 1969 ) examined theories and methods to predict ground movement from soft ground tunnelling. Clough and Schmidt ( 1981 ) discussed geomechanical behaviour in soft clay excavations and tunnels. O’Reilly and New ( 1982 ) reviewed settlement and ground movement measurements in UK tunnelling projects covering various soil types. Rankin ( 1988 ) guided the estimation of the effects of tunnel construction in urban areas with soft soils, including empirical approaches for defining subsidence zones, assessing surface movement, and proposing risk classifications.

Coal mining has historically caused subsidence, as has the extraction of metalliferous ores, critical raw materials, and overexploitation of groundwaters (Behera and Rawat 2023 ). Key works are reviewed to understand subsidence management better. In 1975, the National Coal Board developed a method for characterising subsidence basin parameters after analysing several coal ore deposits in the United Kingdom. Kratzsch ( 1983 ) presented the effects of surface ground and shaft damage due to mining, outlining the basis of knowledge of ground movement at that time. Using an integrated approach, Peng ( 1992 ) defined and determined subsidence basin parameters by analysing 110 cases from major US coal deposits. Garrett ( 1996 ) highlighted the common techniques and risks in potash mining, emphasising the need for case-specific analysis. Sheorey et al. ( 2000 ) analysed discontinuous subsidence processes in Indian coalfields using the influence function methodology. Toraño et al. ( 2000 ) used the profile function methodology to predict subsidence from steep coal seam exploitation. Yan et al. ( 2021a ) applied theoretical analysis to study surface subsidence boundaries due to horizontal coal seam mining. As previously stated, other examples of subsidence caused by the extraction of economically valuable ores, such as metalliferous or critical raw materials, can be found in works like Contrucci et al. ( 2019 ), where the post-mining ground risk was assessed in an iron ore deposit located in France. The overburden of the area was found to be completely faulted, which makes the monitoring inefficient. Finally, GNSS technology was identified as the best to monitor the area. Furthermore, in the study of Murguía and Bringezu ( 2016 ), a novel methodology was presented to measure the cumulative area disturbed based on analysis of satellite images. The authors analyzed several ore deposits, including Critical Raw Materials (CRM), such as gold, silver, copper bauxite and iron. Finally, focusing on subsidence caused by overexploitation of groundwater, Abidin et al. ( 2008 ) developed a study about the characteristics of land subsidence caused by overexploitation of groundwater resources InSAR and GPS technology. Their research suggests a framework for sustainable subsidence monitoring that shares the same satellite methodology as the current study. Other examples can be found in the studies done in the city of Calcutta, where the overexploitation of groundwaters produced subsidence of 11 mm/year in the south part of the city, and the vicinities of the metropolitan area subsidence rate reached values of 5 to 6 mm/year (Behera and Rawat 2023 ; Chatterjee et al. 2006 ).

In recent years, research on infrastructure-related subsidence processes, such as tunnels and roads, has increasingly utilised technologies like Interferometric Synthetic Aperture Radar (InSAR) and the Global Navigation Satellite System (GNSS). Yan et al. ( 2021b ) examined subsidence impacts from tunnelling at the Beijing-Zhangzhou railway, highlighting InSAR’s role in analysing subsidence in soft clay. Bonì et al. ( 2015 ) monitored a severe subsidence process over 20 years in the Alto Guadalentín area, Spain, using DInSAR techniques due to aquifer overexploitation. Bitelli et al. ( 2000 ) proposed a levelling network linked to a GPS network to monitor subsidence in the southern Po Valley, where anthropogenic activities increased subsidence rates. Mancini et al. ( 2009 ) assessed subsidence in Tuzla, Bosnia Herzegovina, due to solution mining of a salt deposit, finding a correlation between subsidence rate and salt mining. Buzzanga et al. ( 2020 ) analysed subsidence in Hampton Roads, Virginia, using a combination of InSAR and GPS.

Despite several contributions to the field of land subsidence, there is a lack of understanding regarding subsidence processes in geological environments like potash ore deposits. For example, Rucker et al. ( 2013 ) identified three subsidence zones using InSAR following a brine well collapse in New Mexico but did not quantify subsidence basin parameters. Baryakh et al. ( 2021 ) studied subsidence from deep potash mining in Russia using the Finite Element Method (FEM) to improve boundary angle values, though combining FEM with InSAR and GPS data could enhance accuracy (Sidki-Rius et al. 2022 ). This highlights the importance of researching surface subsidence in potash mining and underscores the need for accurate subsidence profiles and parameters for effective land management.

This study characterises the parameters governing subsidence in the Catalan Potash Basin (CPB) from 1995 to 2021, aiming to improve land subsidence management. The methodology employs advanced remote sensing techniques, specifically InSAR and GPS, to provide a detailed analysis and understanding of the subsidence processes over time. Furthermore, this research calculates and defines subsidence profiles in the study area, which leads to identifying and quantifying subsidence parameters, including boundary angle and the distance of influence (Knothe 1957 ; National Coal Board 1975 ). In addition, the characteristic subsidence function has been approximated to the Gaussian function using the least squares methodology.

The Catalan Potassium Basin (CPB) is located in the Ebro Basin, Spain (Cendón et al. 2003 ). The CPB is 150 km 2 , and it can be subdivided into east and west sides regarding the main ore deposits, namely W-CPB and E-CPB, respectively. The case study was carried out based on data from the east side. Figure  1 consists of two complementary sections, a satellite image showing the Ebro Basin and the Catalan Potash Basin (CPB), which is further divided into eastern and western segments as previously noted. Additionally, a geological profile (A-A’) is provided to enhance the map’s representation, illustrating the characteristic folded structures of the region.

All the layers of the deposit are stratified with the presence of clay minerals. The layers forming the deposit are bent due to the tectonic forces experienced during the Alpine orogeny and the well-known ductility of the salt materials (Campos de Orellana 1996 ). Figure  2 shows the stratigraphic column of the main ore deposit of E-CPB. The mining zone has two different mineable layers (layers A and B), composed of sylvite and rock salt in between with an intermediate layer consisting of salt (see Figs.  2 and 3 ). The deposit is mined using the room and pillar method, with extraction depths varying from 500 to 700 m. The average profile size of the mining drifts is from 6 m to 15 m in height and a width size ranging from 8 m to 10 m, with an average horizontal distance between tunnels of 9 m, in case of a salt layer between A and B being thicker than 5 m, two drifts are excavated to extract the potash ore, this type of mining design can be located in the northern part of the ore deposit (see Fig.  3 ). The extraction rate, depending on the arrangement of the layers, ranges between 60% and 70%. The average mineral excavation rate from 2015 to 2020 was 3 million tons.

The satellite image highlights the Ebro Basin in yellow and the Catalan Potash Basin in red. The case study is located on the eastern side of CPB (E-side). The white line indicates the direction of the geological profile (A-A’) depicted below the satellite image (according to Vergés 1999 )

Stratigraphic column of the study area (based on Campos de Orellana 1996 )

Mine design options depend on the arrangement of the ore layers (after Sanmiquel et al. 2018 )

Methods and materials

The following three sections will describe the methodology used. Firstly, the database was created based on GNSS and InSAR techniques. Following this, a specific methodology was designed based on CAD software coupled with the abovementioned methods. The definition of nine sections allowed the study of 74 subsidence profiles, which provided an accurate analysis of the selected area. Finally, a hybrid methodology combining the methods proposed by the National Coal Board ( 1975 ) and the approximation of the subsidence curve by a Gaussian distribution using the least squares method has been successfully applied.

Database creation

An analysis was carried out to identify the typical values defining the surface of a subsidence basin, as well as the angles and the governing function. An analysis was carried out to identify the typical values defining the surface of a subsidence basin, as well as the angles and the governing function. The total value of surface displacements is believed to happen due to the propagation of post-mining void; in the study area, there is no evidence that the subsidence process is linked to an indirect impact, such as rock mass drainage. The model was developed using classical equations defining surface subsidence parameters (National Coal Board 1975 ). For this purpose, the topographic characteristics of the terrain were considered using measurements carried out over non-consecutive twelve years from 1995 to 2021. In Table  1 , a correlation between periods and techniques employed is shown. The case study has been monitored over an area of 46 km 2 using GNSS and InSAR technology. The set of GNSS control points has been used to cover the whole area affected by the subsidence process. Additionally, InSAR imagery has been used to complement the monitoring system. Although some urban regions exist, the target area is dominated by forest and agricultural land. GNSS and InSAR methods were employed due to their reliability and accuracy in mining subsidence research (Amelung et al. 1999 ; Rucker et al. 2013 ; Diao et al. 2019 ; Modeste et al. 2021 ; Babayants et al. 2023 ). Only in the first periods, 1995 to 2003 and 2003 to 2008, were the measurement campaigns developed by the mining company, and the methodology used was classic total station topography. In 2008, the data was transferred to the research group, and a new methodology was established using GNSS; in 2016, in collaboration with an external company specialised in Interferometric technology, InSAR was coupled to GNSS as a new subsidence monitoring method.

The GNSS method used is based on static differential GPS with dual frequency receivers, using four devices. This way, two are considered bases, placing them in two well-identified coordinate points. The other two devices are used to measure the control points. The minimum measurement time for each control point is 12 min. Thus, for each point, it was possible to obtain the coordinates in the three axes, X, Y, and Z, with a Root Mean Square Error (RMSE) of two centimetres, taking into account that the methodology used has an accuracy of one centimetre in planimetric and altimetric coordinates. In addition, a double quality control has been performed with the following steps: Firstly, during the GPS post-process, using the Magnet Tools software (version 6.1.0.), a warning is set off when an error higher than two cm is detected when the error is detected, the point is remeasured twice within a one-week gap. Secondly, some points are randomly selected to be remeasured periodically to control if there is any problem with the measurement.

InSAR technology combined with GNSS points has an associated RMSE of two centimetres, making it a well-established and reliable method (Sanmiquel et al. 2018 ). The given approach used an average of 176 InSAR images from the SENTINEL-1 satellite coupled with an average of 241 GNSS points; details are shown in Table  1 .

The deployment of InSAR with GNSS data in a Geographic information system (GIS) software provides a digital vertical displacement model for the whole period. Consequently, utilizing the GIS software’s curvature analysis functionality, a detailed subsidence surface for each period is feasible (Fig.  4 ).

Methodology proposed to calculate the subsidence surface

Database management

AutoCAD and TCP-MDT software were used to analyse the subsidence surfaces. Nine sections were selected in the area affected by subsidence (Fig.  5 ); four of them cross the target area from East to South West, identified with numbers (1 to 4), while five vertical sections from North to South (A to E). A Metric Point (MP) is considered every 10 m in all sections of the twelve periods, showing the displacement in the Z-coordinate. The calculation periods used to determine each subsidence base are accumulative, using more than five years, which corresponds to 90% of the subsidence that can be formed in the case study (Sanmiquel et al. 2018 ) and, therefore, it may be possible to detect a well-formed subsidence base in all of them and see how progresses. According to nine sections and the displacement surface for each indicated period, 74 subsidence basin profiles were analysed.

The mining infrastructure built from 2008 to 2020 is shown in red, and the nine sections are pink

The proposed methodology allows the calculation of the distance of influence by establishing the start and end parts of each subsidence profile and the total depth for each subsidence profile. In Fig.  6 , accumulative subsidence basin profiles of Sect. 01 are shown; each colour indicates a different period to observe its evolution over time; it can be noticed that the subsidence profile becomes better defined as the period increases, since with time, mining infrastructure increases. The maximum subsidence recorded is 325 cm with an inflection point of 150 cm. Although the maximum subsidence depth ranges between 100 cm and 325 cm for the 74 profiles mentioned, they all follow a similar proportion, with their inflexion point around 40–50% of their maximum subsidence. Considering the RMSE for both techniques used, the accuracy of the subsidence basin profiles can be confirmed. Mining subsidence is a phenomenon that is closely related to the mining excavation ratio, among other geological and mining parameters (Hunt 1980 ; Salmi et al. 2017 ; Sasaoka et al. 2015 ; Diao et al. 2019 ). Points in red indicate zero subsidence (start and end point of subsidence basin). Taking these points and the mining map into account from 1995 to 2021, it was possible to determine the distance of influence, which is the shortest distance between the point of zero subsidence and the nearest mining drift, allowing the determination of the distance of influence for all subsidence profiles. However, to calculate the total depth from the surface to the drift, it was necessary to check the cartographic maps available from the Cartographic and Geological Institute of Catalonia (ICGC) since the depths indicated on the mining map are referenced to sea level.

The boundary angle is defined by the zero-subsidence point and the total depth of the mining drifts. Considering this definition, it can be calculated following the mathematical relationship stated by the National Coal Board ( 1975 ), as shown in Fig.  7 . Determining the characteristic boundary angle for the area of interest was done through statistical calculation. Finally, Fig.  8 shows the methodology used up to the reaching point of the characteristic boundary angle and distance of influence.

Example of 11 subsidence basins from 2003 to 2021

Mathematic relationship scheme

Methodology proposed to calculate the boundary angle and the distance of influence

Characteristic function of the subsidence basin

The effect of underground mining drifts on the surface topography is inevitably associated with the resulting ground movements in a subsidence basin. A considerable amount of data is available from field measurements of surface settlement profiles on tunnels in clays. Figure  9 has been used to summarise the settlement trough adopted from several research, where the surface vertical settlements and horizontal stress and displacement are shown (Schmidt 1969 ; Peck 1969 ; National Coal Board 1975 ; Clough and Schmidt 1981 ; O´Reilly and New 1982 ; Rankin 1988 ; Peng 1992 ). The green field settlement profile, which can represent the profile of a subsidence basin over a single tunnel, can generally be approximated by the error function or normal probability curve (also known as the Gaussian curve) as follows:

where S vmax is the maximum surface subsidence at the centre line of the tunnel or drift, S v is the surface subsidence at displacement distance x from the tunnel centre line, x is the horizontal distance from the centre line, it is the horizontal distance from the centre line to the inflexion point in the subsidence basin.

Alternatively, O’Reilly and New ( 1982 ), based on monitoring data from several tunnels in the UK, were able to prove that the horizontal surface displacements occur in the transverse direction of the excavation axis and, assuming that the resulting displacement vector is oriented towards the tunnel, the horizontal movement can be expressed as follows:

where z 0 depth of the tunnel or drift centre line, Shx is the horizontal movement at displacement distance x from the tunnel centre line.

The horizontal displacement corresponds to the inflection point of the subsidence basin. The horizontal deformation can be calculated by deriving the aforementioned expression (Eq.  2 ):

Where the i parameter is the inflection point of the subsidence basin, \(\:{\varepsilon\:}_{hx}\) is the strain or horizontal deformation, and \(\:{S}_{v}\) is the surface subsidence at offset distance x from the tunnel centerline.

Distribution of horizontal strain, surface displacements, boundary angle and surface vertical settlements trough (based on O´Reilly and New 1982 )

In subsidence engineering, the terminology “deformation or strain ( ε )” is the change in length over a piece of ground, expressed either as a dimension over the whole length or as a fraction of the unit of length. The direction is always specified with extensions and compressions, indicated by a + and – sign, respectively. Furthermore, the degree to which any surface site may be expected to tilt as a result of subsidence is calculated from the subsidence profile. Prediction of deformation from curvature is a useful tool that can be applied to any part of any profile.

The curvature can be calculated by dividing the subsidence difference by the distance between the observed stations (STN), which gives the slope ( θ ), determining the curvature and the strain. An example can be seen in Fig.  10 .

Example of strain curvature (based on National Coal Board ( 1975 )

Results and discussion

The following sections describe the results obtained. They present the division between active and residual subsidence areas, characteristic boundary angles, and distances of influence. In addition, they provide the characteristic parameters of the subsidence basin function obtained from fitting the curve to a Gaussian distribution using the least-squares method.

Active and residual areas in the Catalan Potash Basin (E-CPB)

The methodology enabled the comparison of several subsidence profiles over a decade. Therefore, detecting the progress of active and residual subsidence areas was possible. Four subsidence areas were determined in the E-CPB and classified according to the cardinal directions. Three of them, the northern, the southwestern, and the southern regions, were defined as active areas. In contrast, the eastern area was considered to be in a residual subsidence process, given that there has been no mining activity since 2009. Non-cumulative profiles were used to confirm the tendency. An example of this trend is displayed in Fig.  11 . The sequence of profiles A-A’, B-B’, C-C’ and D-D’, all from the period of 2020–2021, shows that the subsidence basin is stable in profiles located in the eastern area, therefore, categorising them into a residual subsidence process in contrast to the profiles A-A’ and B-B’ which belong to an active one.

( a – d ) Sequence of profiles A-A’, B-B’, C-C’ and D-D’, from 2020 to 2021

Characteristic boundary angle and distance of influence

The procedure discussed earlier achieved the criteria of boundary angle and distance of influence. Previous studies determined a general value of the subsidence angle of 35º (Sanmiquel et al. 2018 ). However, the proposed new approach allowed the study of the specific areas of the subsidence basin by means of 81 profiles from 12 different periods. In this regard, three values for the characteristic boundary angle and distance of influence have been calculated. In Fig.  12 , a graphical scheme of the target area (shown in red), the selected sections (demonstrated in pink), the characteristic average boundary angles \(\:\left(\underline{\alpha\:}\right)\) , and distance of influence \(\:\left(\underline{d}\right)\) are displayed (highlighted in green, blue and yellow). The highest value of the boundary angle is 71˚ in the northern zone, reaching its minimum value, 38˚, in the southern zone. The distance of influence is inversely proportional to the boundary angle trend, and, therefore, it experiences a value of 240 m in the north area while it soared to 988 m in the south. Furthermore, as presented in the 3.1 section, the southeast zone corresponds to a stabilised subsidence basin (highlighted in grey).

A possible explanation for the variation of the boundary angle and the distance of influence could stem from the area’s geological structure. The case study (Section “Case study”) showed that the area was folded due to alpine orogeny forces. Considering Fig.  13 , in the northwestern part of the study area, a thrust fault between the anticlinal and syncline folds can be seen, which could be one of the factors that cause the north and west boundary angles to be greater.

Another factor that might cause the difference in boundary angles and distances of influence might be the design of the mining drifts. In contrast, in the northern part of the mine, two mine drifts were used to extract layers A and B, and in the southern part of the ore deposit, only one mine drift was required, as the salt layer between the two potash beds had a thicker less than 5 m. However, other mining and geological factors might also affect it, as it is stated that the rate of exploitation or the depth at which the mining galleries are located can also be key factors in the subsidence process (Hunt 1980 ; Sahu et al. 2017 ).

The main limitation of the study is the lack of understanding of the reason for the difference between boundary angles and influence distances. Although it can be seen that the geological structures or the mining designs used in the study area could be influencing parameters, future studies will be required to confirm which has the most influence on the subsidence that occurred in the CPB.

Average boundary angle and distance of influence of the active zones and the profiles used for the analysis

Geological map of the northwest part of the study area (E-side in Fig.  1 a), where a thrust fault can be identified between the anticline and syncline fold

Approximation of the characteristic function of the subsidence basin

In the study by Sanmiquel et al. ( 2018 ), four sections were analysed beyond the zone of influence from 2008 to 2016; sixteen cross-settlement profiles were measured in the four sections. However, with this new approach, it has been possible to gather more subsidence data, as nine profiles have been defined in the period 1995 and 2020 (see Figs.  6 and 10 ), providing 99 transverse settlement profiles, of which 74 have been analysed, this represents a more accurate approach than in the previous study. Additionally, these results have allowed us to compare them with the data published by Sanmiquel et al. ( 2018 ), and consequently, the tuning of the proposed algorithm has been improved. An example of the transverse settlement profiles 1–1’ from 1995 to 2021 can be seen in Fig.  14 .

Surface transverse settlement profiles in the section 1-1´

As in the London clay materials, in the saline materials, the shape of the surface subsidence profiles are reasonably well represented by a Gaussian distribution, Eq.  1 (Mair et al. 1993 ). The Gaussian curve was successfully fitted to the field data using the least square method (Fig.  15 ).

Interpretation of measurements by an empirical Gaussian curve. ( a ) Section 1_1’_2016_2017 ( b ) Section 1_1’_2017_2018

The width of the settlement profile is defined by the important parameter ( i ), which is the distance from the centerline of the trenches to the inflexion point of the trough (shown in Fig.  15 ). This parameter has been obtained from the Gaussian curve adjusted to the field data, obtaining a value of I for each transverse cross-section of the subsidence profiles. Seventy-four values of parameter “i” were obtained. From the values of parameter i, the horizontal deformation was calculated following Eq.  3 .

The average values of the strains are proportional to θ/l , with horizontal deformation, have been determined within reasonable limits of accuracy and are shown in the prediction graph (Fig.  16 ). This figure provides a quantified relationship between deformation and θ/l , as follows (Eq.  4 ).

x (parameter dimensionless) varies between 0.018 and 0.012 from the profiles shown in 2018 (θ/l), which gives the differential slope between two values with subsidence data.

In this case, a new algorithm has been fitted more accurately to all data between 1995 and 2021, obtaining all values in the proposed range in 2018 (0.018 and 0.012) but with a higher concentration of x values between (0.015 − 0.013). Eventually, it can be said that a new algorithm was successfully obtained, according to the field data. Therefore, the new algorithm calculates the horizontal ground deformations at any point of the subsidence basin. In addition, based on the recently calculated limit, a lower deformation value is suggested.

Relationship between strain and θ/l meters

Conclusions

The research introduces a novel approach to characterise and predict subsidence basins in the area of interest. This new methodology allows for efficiently handling large datasets to determine key parameters of any subsidence basin, with potential applications in other subsidence basin case studies. The analysis of 74 subsidence profiles has been done based on the methodology presented. Thus, the main findings of the case study are the following:

The area of interest has been divided into four zones according to cardinal directions: North, South, East, and Southwest.

The eastern zone is considered under a process of residual subsidence, while the other three belong to an active subsidence process. In that case, it has been possible to calculate their boundary angle and distance of influence.

The highest boundary angle value is 71˚ in the northern zone, decreasing towards the south. Thus, in the southwest part, it reaches a value of 52˚ and eventually reaches its minimum value, 38˚, in the southern zone.

The distance of influence is inversely proportional to the boundary angle trend; therefore, it has the smallest value in the northern part with 240 m, the southwestern part has a value of 624 m, and the maximum value is 988 m in the southern area.

In addition, the presented methodology allows using the least squares method to approximate the subsidence curve to the Gaussian function successfully. Moreover, the characteristic parameters, such as the key parameters “i”,” x”, and “θ/l”, were identified following the same methodology. The subsidence process algorithm has also been accurately calculated, allowing for a precise approximation of deformation at any given point in the area of interest. This enhancement significantly improves the forecasting and prediction of the subsidence basin, resulting in increased safety levels in the mining area and its surroundings.

Finally, the presented method can constitute an appropriate complement to upgrading the management of land subsidence in mining companies, not only for its adaptability and simplicity but also due to its effective, accurate, and functional approach.

Data availability

No datasets were generated or analysed during the current study.

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Sidki-Rius, N., Bascompta, M., Sanmiquel, L. et al. Definition of characteristic subsidence parameters. A case study in the Catalan potassium basin. Environ Earth Sci 83 , 566 (2024). https://doi.org/10.1007/s12665-024-11849-y

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Integration of laser scanning, digital photogrammetry and bim technology: a review and case studies.

1. Introduction

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Borkowski, A.S.; Kubrat, A. Integration of Laser Scanning, Digital Photogrammetry and BIM Technology: A Review and Case Studies. Eng 2024 , 5 , 2395-2409. https://doi.org/10.3390/eng5040125

Borkowski AS, Kubrat A. Integration of Laser Scanning, Digital Photogrammetry and BIM Technology: A Review and Case Studies. Eng . 2024; 5(4):2395-2409. https://doi.org/10.3390/eng5040125

Borkowski, Andrzej Szymon, and Alicja Kubrat. 2024. "Integration of Laser Scanning, Digital Photogrammetry and BIM Technology: A Review and Case Studies" Eng 5, no. 4: 2395-2409. https://doi.org/10.3390/eng5040125

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