## 4 Discussion: Model for G-QMS in SoS
### G-QMS in SoS Structure Supports the SoS Project Structure
#### 4.2.1 SoS Project Structure Prism
This is further expanded by the SoS project's main contractor, who issues additional contracts to other participating organizations beyond those designated by the client, including various CS organizations. A unique characteristic of SoS projects is the client's directive role in specifying certain organizations for the main contractor to engage with, including M&C organizations appointed to supervise the project on the client's behalf at all stages. This arrangement results in a complex web of inter-organizational relationships where many of the entities involved operate independently. This independence can pose challenges for the SoS project's main contractor tasked with unifying and managing all the G-organization bodies, including those that have entered into direct contractual agreements with the client. SoS projects, given their complexity and extensive scale, are often marked by prolonged durations and are typically executed in a modular fashion. This approach involves completing a segment of the project, delivering it to the client, and then embarking on a subsequent project phase that either complements or expands upon the previously delivered component. This modular approach inherently leads to a dynamic environment where organizations involved in a project under contract with the client may find their roles evolving or changing within a subsequent project. The light rail sector, developed from the railway sector, is characterized by highly complex G-organizational structures. However, since this is a traditional, experienced sector, these are proven, well-known, and accepted structures, with each participating organization clear about its role and responsibilities. From a quality management perspective, a distinctive feature of this sector project is the adoption of a dual-system structure initiated by the client through the contractual process. The client concurrently engages both the control (or oversight) organizations and the implementation ones, setting up a dual pathway where both sets of organizations operate in parallel and report back to the client. This dual structure inherently embeds controls across every facet and phase of the project, ensuring comprehensive oversight and quality assurance throughout the project lifecycle. Furthermore, the G-organizational structure is established specifically as a _G-organization for a special purpose_, for the purpose of realizing the particular project. This structure predominantly comprises organizations that are recognized experts in their respective fields and possess a global operational footprint. These G-organizations are involved in multiple projects worldwide, each managed by local organizational units dedicated to the specific contractual obligations of the project at hand. A local organizational unit typically includes a project manager along with the relevant professional management functions, including QMS. For example, such a G-organization establishes a local organizational unit for the role of M&C (denoted by \(M\&C\)\(Local_{SoS_{S}}\)). This unit is composed of a highly specialized team, with one of its core functions being quality management (QMS M&CLocal\({}_{\text{SoS}_{\text{x}}}\)). The M&C Local\({}_{\text{SoS}_{\text{x}}}\) is positioned between the client organization and the SoS project main contractor and operates throughout all the project phases. Finally, the SoS project structure is a critical factor influencing the project's potential success, and so is the G-QMS in SoS structure. SoS projects often face challenges stemming from structural weaknesses within the architecture of participating organizations. These challenges can include issues related to the distribution of power and authority among organizations and ambiguities in the roles and responsibilities of the various entities within the G-organization architecture.