## 4 Discussion: Model for G-QMS in SoS
### G-QMS in SoS, Sturcure
#### 4.3.3 G-QMS in SoS Structure, Aspects  
The quality management field typically lacks specific references for SoS projects, highlighting the need for its development and promotion within this context. Several aspects to consider in advancing the G-QMS in SoS include the following: First, quality management practices were found active within traditional quality management frameworks as outlined by QMS standards. However, these practices are not adequately extended to areas relevant to SoS projects. For example, the pivotal area of the C&I stage, crucial in SoS project management, may not always recognize the need for a dedicated QMS\({}_{\text{Integ}}\), entity. Yet, the research underscores a significant demand for enhancing quality management in such a pivotal area. As can be seen in Figure 2, the C&I processes [8.2.3] emerge as the most significant subcategory of the SoS project management category [8.2], contributing 49.4% of its total Si. In addition, the most effective _quality management approach_ for managing a SoS project remains unclearly defined. Drawing from the research findings, current trends in quality management [2], and Systems Thinking principles, we propose defining the G-QMS in SoS as a _supporting_ entity for the project, which _advises, assists, participates_, and also _reports_ in some instances. This _approach_ necessitates identifying critical focus areas for quality management within each SoS project, considering the specific project's resource limitations, professionalism level, and the degree of independence of the G-QMS in SoSwithin the overall project structure. In general, achieving the right _balance_ between the various constraints and the ability of the G-QMS in SoS to contribute to the project is crucial. In the G-QMS in SoS structure, a novel approach to quality management involves the establishment of a _designated Integrative Project Team (IPT) work concept for quality management_. This concept mirrors the IPT model used for overall project management in SoS projects, where a chief IPT, typically the SoS chief management team, coordinates project execution. For quality management, the proposed _IPT for quality_ would be led by the SoS G-QMS CORE head and include heads of various QMS entities within the G-QMS in SoS structure, including the QMS\({}_{\text{CS}}\) heads of these classified as main, and representatives from QMS\({}_{\text{int}}\) entities. It is also crucial to ensure the participation of QMS heads from stakeholder organizations, such as QMS M&C Local\({}_{\text{SoS}_{\text{*}}}\). In large-scale and high-technology SoS projects, this IPT for quality could be structured by several specialized IPTs that all together provide the required quality management solution. Another aspect refers to the _degree of autonomy within the G-QMS in SoS_. The G-QMS in SoS is established as an integral part of the SoS project's management framework, orchestrated by the main contractor of the project. The unique nature of each SoS project, consequently, shapes the unique structure and operational dynamics of its corresponding G-QMS in SoS, which is influenced by various factors, including the directives of the project's chief management, the interplay with the G-QMS of G-Org. of SoS, contractual obligations towards the client, and sector-specific regulatory demands. When setting up the G-QMS in SoS, careful consideration must be given to its level of independence. This involves determining the extent to which the various QMS entities should have _direct_ reporting lines to the SoS G-QMS CORE and _indirect_ to the project functions, in front of the opposite. Generally, a higher degree of independence for the G-QMS in SoS is associated with a more robust and effective quality management regime within the SoS project. Nevertheless, achieving such independence hinges on the presence of profound professional expertise within the G-QMS in SoS, particularly within its core management entity, the SoS G-QMS CORE.