Obviously, the coverage of every organization in Nazi Germany (Nazi Germany as a whole, NSDAP, SS, Wehrmacht, SD, Luftwaffe, etc.) must begin with its fundamental objective (its mission, if you will) as every successful organization has but one fundamental objective.
No less obviously, it will be then necessary to cover its key objectives (functions) naturally derived from its mission. It is vitally important to always keep in mind, however, that every organization has three categories of its key objectives (as well as of its mission) – perceived, planned and actual.
Every organization has its founders, including a primary one (the principal founder) – which also need to be covered in a sufficient detail. As must be the vision that the founders had for the organization in question, including key differences in these visions (if any).
No organization is an island; consequently, it is necessary to properly describe its environment – both internal (individuals and organizations in Nazi Germany) and in other nations (allies, enemies and neutral).
Then one must describe in sufficient detail (visual and textual) the composition (structure) of the organization in question (i.e. its key objects and how they are connected to each other). This description is typically built around the organizational chart (departments, divisions, individuals, etc.) of the system in question.
To achieve its objectives (fulfil its mission) the organization must do something. In other words, execute certain organizational projects and processes (the latter are essentially the former repeated over and over again).
Which, therefore, must be properly covered – in textual and (if necessary) visual form. Including purely internal processes and external processes that involve interactions with the environment of the organization in question.
Projects and processes are executed by individuals (rank-and-files employees and managers) of the organization in question. Therefore, it is necessary to present reasonably detailed profiles of its personnel – specific for its leaders and key employees and managers and general for the rest.
Obviously, every organization has its history (from inception to demise) which (no less obviously) must be presented in sufficient detail. A history (decisions and actions by its personnel) that must be properly analyzed and evaluated.
In other words, it is necessary to pass functional judgement on all aspects of the organization in question (mission, functions, history, etc.) and legal judgement (whether decisions and/or actions of its employees constituted a crime and whether the organization in question was criminal in question).
Again, a genuine historian must never ever make moral judgements about decisions and/or actions of employees, managers and leaders of the organization in question.
And, of course, all analysis and conclusions must be based not on emotions (positive or negative), sympathy or antipathy but strictly on indisputable facts, rock-solid logic and good old common sense.