DroneTech Organizational Chart

CEO
(Jordan Kempler)

Level 1

Project Manager
(Chiamaka Ochade)

Level 2 IT System Team Corporate Attorney Flight Operations Senior Business Specialist
(Mary Pearson) (Katie O’ Ryan) (Gerald Hasper) (Stephanie Williams)

Senior Programmer Drone System Engineer

(Shravani Sinha) (Willian Holt)
Level 3

Programmer Drone System Technician

(Rohan Shah) (Ashish Nehra)

Project Oriented Organizational Chart

Project Organizational Type Selection: Project Oriented Organization (POO) Project Orientation Type is selected due to the following reasons.

*Large project size *Single point of responsibility *Strong line of authority *Strong customer focus *Dedicated staff focused on project
*Complex project requiring lot of coordination
 Wilmont Pharmacy Organizational Chart

Level 1 President

Level 2
CIO V.P Operations
(James Connor) (George Cranston)

IT System Team IT Security Team Project Control Retail Operators Business Operators Procurement Quality

Pharmacy Manager Business Operations

Senior Testing Specialist Attorney
Project Lead Project Lead Store #35864 Manager CEO
(Alan Swanson)
(Mary Pearson) (Willam Scott) (Elizerbeth Walton) (Julie Green) (Phillip Greenberg)

Level 3 Pharmacy Manager Online Customer

Testing Specialist Process Analyst
Store #32185
(Gerald Petitoni) (Lynda Tornton)
(Steve Haskell)

Pharmacy Manager Change Management

Store #32185 Co-Ordinator
(James O’Donnell) (Shirley Johnson)

Pharmacy Manager
Store #32185
(Wilma Marcy)
 Project Organization Type: Balance Matrix Organization Pharmacy

Wilmont is a major retailer and their main business is retail, but they also participate in various market activities so that classic
functional company does not fulfil its purpose. Also, because their single job isn’t that special and complex in nature, projected organization
doesn’t seem fair, either. So organization serves better for this kind of company matrix type since matrix organization reflects a mix functional
and projected characteristics. PMBOK Guide book has categorized matrix organizations as fragile, balanced, and solid, based on the relative
power and control between functional and project managers. According to that classification this model can classified as balanced matrix
classification, where there is a full-time project manager but the project manager doesn’t the full authority over the project funding and also the
project staff are working only part time on the project while still handling their functional responsibilities.