## 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  
As can be seen from the research results in Figure 2, the parent category ([PERSON] et al., 2017) with a SiTotal = 10.81 was identified to this circumferential topic, with 16.7% of it dedicated to the project stakeholders. The G-QMS in SoS structure is built in accordance with the SoS project structure to provide the most congruous support to the project's objectives. This alignment is underscored by the diversity in SoS project structures, which vary significantly based on factors such as the field of occupation; the project's scope; the characteristics of the client organization that commissions the project, including how the project is financed; and the influence of global, geopolitical, and local constraints. This diversity necessitates a G-QMS in SoS model that is inherently flexible; however, there are shared principles among SoS project structures that have direct implications for quality management and the structuring of the G-QMS in SoS. One of the foundational principles of structuring a QMS involves the identification and mapping of **stakeholders to the system**, assessing their needs and expectations as instructed by QMS standards, e.g., ISO9001:2015 ([PERSON] et al., 2017), ISO9004:2018 ([PERSON] et al., 2017), and ISO13485:2016 ([PERSON] et al., 2017). This principle is integral to the G-QMS in SoS model, necessitating a **balance** in addressing the diverse needs and expectations of _all_ the stakeholders involved. Given the uniqueness of each SoS project, the constellation of stakeholders and their specific needs and expectations also vary distinctly, directly influencing the structure of the G-QMS in SoS. Key unique stakeholders in SoS projects typically include the following: First, the _client (owner)_ who orders the SoS, and for whom it is designed and built, often a core organization, including a state or an association of states. SoS projects are characterized by a comprehensive contract from the client, detailing stringent requirements, including process outputs throughout the project lifecycle. Furthermore, the client, through a designated local organizational unit (one or more), usually actively participates in all phases of the project including the actual approval of process milestones. Second, _consulting, monitoring, and control (M&C) organizations_. Specialized agencies representing the client's interests are involved in various responsibilities according to the nature of the client and its capabilities, from drafting requirements in tenders and contracts to supervising and controlling project execution. These are usually several designated organizations depending on their specialization. Third, _regulatory bodies_, since SoS projects typically need to demonstrate adherence to regulatory requirements, which may span multiple jurisdictions, e.g., FAA and EASA regulations in the aviation sector. Fourth, _certification bodies for standardization._ These bodies are pivotal in the QMS landscape, with G-QMS in SoS often engaging with multiple certification entities (instead of with a single) to ensure comprehensive compliance with quality standards. Fifth, _the CS organizations_ which are unique stakeholders with a vested interest in the G-QMS in SoS. Typically, some CSs are provided by the main contractor of the SoS project, thus fostering a deeper connection between the G-QMS in SoS and the other supra-entity of the G-QMS in Sectors of SoS model. Besides these primary stakeholders, SoS projects encompass _a wide array of additional stakeholders_, both external and internal, each contributing to the project's complexity and necessitating a nuanced approach to quality management within the G-QMS in SoS structure. The G-organizational structure of SoS projects is characterized by contractual agreements between the participating organizations alongside legal communication. Typically, the client initiates the structure by issuing contracts to selected participating organizations.