From dd589e6b6e6042e2085b5972df2623a8be05584d Mon Sep 17 00:00:00 2001 From: Florian Goth Date: Fri, 26 Jun 2026 13:50:08 +0200 Subject: [PATCH 01/16] partially address the comment --- paper.tex | 3 +++ 1 file changed, 3 insertions(+) diff --git a/paper.tex b/paper.tex index 3be772f..44e6c75 100644 --- a/paper.tex +++ b/paper.tex @@ -526,6 +526,9 @@ \subsection{Transition Pathway} We propose a potential transition path, beginning with purely embedded RSEs---distributed across the institution and linked to individual research groups and their projects---and leading toward a centralised institutional RSE unit. After starting with initial measures not necessarily requiring dedicated funding, we discuss developing a business plan and how the RSE unit can be established. We conclude with measures for promoting its growth. +Naturally, the presence of a \"new\" Department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. +Stakeholders that are affected are for example traditional IT centers, libraries, but also RDM units and legal offices. We argue, that an RSE unit does not aim to replace them, but +offers new possibilities to connect these exisiting institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. \subsubsection{Initial Measures} The following measures initialise the two modules presented in \autoref{sec:network} and \autoref{sec:teaching}. From a03ee6c529beaece13d25273aa64637f5473a438 Mon Sep 17 00:00:00 2001 From: Dominic Kempf Date: Mon, 29 Jun 2026 16:45:49 +0200 Subject: [PATCH 02/16] Update paper.tex Co-authored-by: axel-loewe <52000348+axel-loewe@users.noreply.github.com> --- paper.tex | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/paper.tex b/paper.tex index 44e6c75..39cb478 100644 --- a/paper.tex +++ b/paper.tex @@ -526,7 +526,7 @@ \subsection{Transition Pathway} We propose a potential transition path, beginning with purely embedded RSEs---distributed across the institution and linked to individual research groups and their projects---and leading toward a centralised institutional RSE unit. After starting with initial measures not necessarily requiring dedicated funding, we discuss developing a business plan and how the RSE unit can be established. We conclude with measures for promoting its growth. -Naturally, the presence of a \"new\" Department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. +Naturally, the presence of a \"new\" department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. Stakeholders that are affected are for example traditional IT centers, libraries, but also RDM units and legal offices. We argue, that an RSE unit does not aim to replace them, but offers new possibilities to connect these exisiting institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. From 259c70397782cea939561353c9f057baaf53a298 Mon Sep 17 00:00:00 2001 From: Dominic Kempf Date: Mon, 29 Jun 2026 16:46:18 +0200 Subject: [PATCH 03/16] Update paper.tex Co-authored-by: axel-loewe <52000348+axel-loewe@users.noreply.github.com> --- paper.tex | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/paper.tex b/paper.tex index 39cb478..6aa190c 100644 --- a/paper.tex +++ b/paper.tex @@ -527,7 +527,7 @@ \subsection{Transition Pathway} After starting with initial measures not necessarily requiring dedicated funding, we discuss developing a business plan and how the RSE unit can be established. We conclude with measures for promoting its growth. Naturally, the presence of a \"new\" department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. -Stakeholders that are affected are for example traditional IT centers, libraries, but also RDM units and legal offices. We argue, that an RSE unit does not aim to replace them, but +Stakeholders that are affected are for example traditional IT centers, libraries, but also RDM units and legal offices. We argue that an RSE unit does not aim to replace them but offers new possibilities to connect these exisiting institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. \subsubsection{Initial Measures} From d0e9f597ff87a8e6a77a57e4e206f49a66b97494 Mon Sep 17 00:00:00 2001 From: Florian Goth Date: Thu, 2 Jul 2026 08:08:50 +0200 Subject: [PATCH 04/16] make it its own subsubsec and move to end of subsec --- paper.tex | 9 ++++++--- 1 file changed, 6 insertions(+), 3 deletions(-) diff --git a/paper.tex b/paper.tex index 6aa190c..6dc78f7 100644 --- a/paper.tex +++ b/paper.tex @@ -526,9 +526,6 @@ \subsection{Transition Pathway} We propose a potential transition path, beginning with purely embedded RSEs---distributed across the institution and linked to individual research groups and their projects---and leading toward a centralised institutional RSE unit. After starting with initial measures not necessarily requiring dedicated funding, we discuss developing a business plan and how the RSE unit can be established. We conclude with measures for promoting its growth. -Naturally, the presence of a \"new\" department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. -Stakeholders that are affected are for example traditional IT centers, libraries, but also RDM units and legal offices. We argue that an RSE unit does not aim to replace them but -offers new possibilities to connect these exisiting institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. \subsubsection{Initial Measures} The following measures initialise the two modules presented in \autoref{sec:network} and \autoref{sec:teaching}. @@ -614,6 +611,12 @@ \subsubsection{Growth of the Unit} In addition, SIS offers services in the areas of data science, machine learning, bioinformatics, trusted compute environments, and training and consulting. \end{mdframed} +\subsubsection{Threats and Opportunities} +Naturally, the presence of a \"new\" department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. +Stakeholders that are affected are for example traditional IT centers, libraries, but also RDM units and legal offices. We argue that an RSE unit does not aim to replace them but +offers new possibilities to connect these exisiting institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. + + \subsection{Outsourcing} Another possibility for the realisation of local RSE Service providers is by forming a spin-off and pooling the RSE Skills into an external company, which has benefits but also drawbacks. From 78bfe88c1fecea962eaa91e910f3643a844ace1c Mon Sep 17 00:00:00 2001 From: Florian Goth Date: Thu, 2 Jul 2026 08:12:43 +0200 Subject: [PATCH 05/16] fix typos --- paper.tex | 4 ++-- 1 file changed, 2 insertions(+), 2 deletions(-) diff --git a/paper.tex b/paper.tex index 6dc78f7..0fba144 100644 --- a/paper.tex +++ b/paper.tex @@ -613,8 +613,8 @@ \subsubsection{Growth of the Unit} \subsubsection{Threats and Opportunities} Naturally, the presence of a \"new\" department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. -Stakeholders that are affected are for example traditional IT centers, libraries, but also RDM units and legal offices. We argue that an RSE unit does not aim to replace them but -offers new possibilities to connect these exisiting institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. +Stakeholders that are affected are for example traditional IT centres, libraries, but also RDM units and legal offices. We argue, that an RSE unit does not aim to replace them, but +offers new possibilities to connect these existing institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. \subsection{Outsourcing} From 0ac1e12838aaebe12fc19fbc3533519aa7adb184 Mon Sep 17 00:00:00 2001 From: Florian Goth Date: Thu, 2 Jul 2026 08:18:21 +0200 Subject: [PATCH 06/16] address the notion of failure with a sentence. --- paper.tex | 5 +++-- 1 file changed, 3 insertions(+), 2 deletions(-) diff --git a/paper.tex b/paper.tex index 0fba144..bb38ef2 100644 --- a/paper.tex +++ b/paper.tex @@ -611,11 +611,12 @@ \subsubsection{Growth of the Unit} In addition, SIS offers services in the areas of data science, machine learning, bioinformatics, trusted compute environments, and training and consulting. \end{mdframed} -\subsubsection{Threats and Opportunities} +\subsubsection{Risk Assessment and Opportunities} Naturally, the presence of a \"new\" department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. Stakeholders that are affected are for example traditional IT centres, libraries, but also RDM units and legal offices. We argue, that an RSE unit does not aim to replace them, but offers new possibilities to connect these existing institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. - +Even, if the concept of an RSE unit fails at a specific institution, its duties and the employed people +can be shifted to the other departments until a new structure has been found. \subsection{Outsourcing} From 791dc2dc349952ecfdee4755dcd80fc91006cf71 Mon Sep 17 00:00:00 2001 From: Florian Goth Date: Thu, 2 Jul 2026 09:00:05 +0200 Subject: [PATCH 07/16] Add a sentence to each mentioned weakness --- paper.tex | 19 +++++++++++++++++-- 1 file changed, 17 insertions(+), 2 deletions(-) diff --git a/paper.tex b/paper.tex index bb38ef2..5de1c2d 100644 --- a/paper.tex +++ b/paper.tex @@ -117,6 +117,7 @@ \section{Motivation for central RSE units} Handling this increased complexity whilst ensuring timely delivery requires dedicated RSEs in central RSE units. \subsection{Pooling: a necessary ingredient} +\label{subsec:pooling} The main focus of this paper lies on central RSE teams since the benefits of RSEs to research in general are described elsewhere, \eg{} in~\autocite{Anzt2021}. The main advantages of central RSE units all stem from the pooling of resources. There are at least three aspects to RSE pooling that research institutions can benefit from: funding, diverse knowledge, and a central point of contact. @@ -616,7 +617,21 @@ \subsubsection{Risk Assessment and Opportunities} Stakeholders that are affected are for example traditional IT centres, libraries, but also RDM units and legal offices. We argue, that an RSE unit does not aim to replace them, but offers new possibilities to connect these existing institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. Even, if the concept of an RSE unit fails at a specific institution, its duties and the employed people -can be shifted to the other departments until a new structure has been found. +can be shifted to the other departments until a new structure has been found.\\ +Governance and organisational location are points that have to be negotiated +inividually at each institution and probably also for a lot of employees of the RSE unit. +This comes partially from the aforementioned stakeholders, but also from the necessity, +that while the unit is a central infrastructure, it needs to be able within +the agile structures of academic research, therefore a certain lack of structures is expected. +Finding people for staffing this unit is a challenging tasks, but this is partially adressed +through the wide network within the university that the unit forms, and also by +further measures described in \ref{subsec:staff}. +Funding will always be an issue of any newly established structure at german university. +Initial funding, e.g. by initiatives outside of the university, can jumpstart the unit, +ultimately it has to prove its value to the scientists of the university such that the pooling idea +we have given \ref{subsec:pooling} gains traction. +While ``measuring'' the success of the unit certainly has to be done, ultimately +the scientists have to come to the conclusion that do not want to see the unit disappear again. \subsection{Outsourcing} @@ -636,7 +651,7 @@ \subsection{Outsourcing} On top of these drawbacks, there are soft factors, like whether an external company is accepted by scientists. \subsection{Staff Acquisition/People} - +\label{subsec:staff} RSE units need to be staffed, but where do potential employees come from? So far, researchers accidentally find themselves in the role of an RSE because they pursued software development as part of their research. A more deliberate approach with specific RSE education may be necessary to train people in sufficient numbers for central RSE units. From e7a7f96ef067a57d7f56bc02d49e04c38007eadc Mon Sep 17 00:00:00 2001 From: Florian Goth Date: Thu, 2 Jul 2026 17:18:52 +0200 Subject: [PATCH 08/16] forgot reviewer comments --- review_answers/review_1_answers.md | 2 ++ review_answers/review_2_answers.md | 3 ++- 2 files changed, 4 insertions(+), 1 deletion(-) diff --git a/review_answers/review_1_answers.md b/review_answers/review_1_answers.md index 2cddfc2..2e1c945 100644 --- a/review_answers/review_1_answers.md +++ b/review_answers/review_1_answers.md @@ -55,5 +55,7 @@ > Expand the discussion on implementation risks, such as funding instability, unclear governance, overlap with IT/RDM units, and difficulty in recruiting qualified RSE staff. **Answer:** +We thank the reviewer for pointing out this omission and have now added a risk assessmant and opportunities subsubsection in the realisation chapter. +In this paragraph we elaborate on the risks mentioned by the reviewer. --- diff --git a/review_answers/review_2_answers.md b/review_answers/review_2_answers.md index 54423a1..443be8f 100644 --- a/review_answers/review_2_answers.md +++ b/review_answers/review_2_answers.md @@ -185,7 +185,8 @@ > You do not discuss risks or failure modes. For example, what happens if a central RSE unit cannot get enough project funding? What if it competes with existing IT or RDM units? Add a short paragraph on risks. **Answer:** - +We thank the reviewer for pointing out this omission. We have added a subsubsection on risk assessmant in the realisation chapter where we elaborate +on the risks mentioned by the reviewer. --- ### Comment 25 From a1181b4d18396839d2817b4ed63a21a93abaf862 Mon Sep 17 00:00:00 2001 From: Florian Goth Date: Thu, 2 Jul 2026 17:20:57 +0200 Subject: [PATCH 09/16] forgot another reviewer comment --- review_answers/review_1_answers.md | 3 ++- 1 file changed, 2 insertions(+), 1 deletion(-) diff --git a/review_answers/review_1_answers.md b/review_answers/review_1_answers.md index 2e1c945..b1d1d4b 100644 --- a/review_answers/review_1_answers.md +++ b/review_answers/review_1_answers.md @@ -18,7 +18,8 @@ > The conclusions are generally consistent with the arguments presented, but somewhat stronger than the evidence allows. Recommendations for investing in central RSE units are justified, but statements suggesting widespread institutional improvements should be more carefully balanced with a discussion of risks, costs, governance challenges, and potential failure modes. **Answer:** - +The reviewer is right to suggest a more elaborate discussion of risks for an RSE unit and we took the opportunity +to write a separate subsusection on risks in the realisation of an RSE unit. --- ## Specific requests From c55784086f981975c4ee8b319e3ece650bc015b0 Mon Sep 17 00:00:00 2001 From: CaptainSifff Date: Thu, 2 Jul 2026 23:20:27 +0200 Subject: [PATCH 10/16] Update paper.tex Co-authored-by: Magnus Hagdorn --- paper.tex | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/paper.tex b/paper.tex index 5de1c2d..f32b4fb 100644 --- a/paper.tex +++ b/paper.tex @@ -626,7 +626,7 @@ \subsubsection{Risk Assessment and Opportunities} Finding people for staffing this unit is a challenging tasks, but this is partially adressed through the wide network within the university that the unit forms, and also by further measures described in \ref{subsec:staff}. -Funding will always be an issue of any newly established structure at german university. +Funding will always be an issue of any newly established structure at a German university. Initial funding, e.g. by initiatives outside of the university, can jumpstart the unit, ultimately it has to prove its value to the scientists of the university such that the pooling idea we have given \ref{subsec:pooling} gains traction. From 5e46c691a761334279659e9ab95d3658a3ca4d7a Mon Sep 17 00:00:00 2001 From: CaptainSifff Date: Thu, 2 Jul 2026 23:20:42 +0200 Subject: [PATCH 11/16] Update paper.tex Co-authored-by: Magnus Hagdorn --- paper.tex | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/paper.tex b/paper.tex index f32b4fb..9098dc9 100644 --- a/paper.tex +++ b/paper.tex @@ -631,7 +631,7 @@ \subsubsection{Risk Assessment and Opportunities} ultimately it has to prove its value to the scientists of the university such that the pooling idea we have given \ref{subsec:pooling} gains traction. While ``measuring'' the success of the unit certainly has to be done, ultimately -the scientists have to come to the conclusion that do not want to see the unit disappear again. +the scientists have to come to the conclusion whether the RSE unit is worthwhile and should be kept. \subsection{Outsourcing} From afcbada8f1e5c27f8d4d08841ebead01f1ecb0ac Mon Sep 17 00:00:00 2001 From: Florian Goth Date: Thu, 2 Jul 2026 23:26:32 +0200 Subject: [PATCH 12/16] an attempt at clarifying a sentence --- paper.tex | 7 ++++--- 1 file changed, 4 insertions(+), 3 deletions(-) diff --git a/paper.tex b/paper.tex index 9098dc9..455c9bf 100644 --- a/paper.tex +++ b/paper.tex @@ -619,10 +619,11 @@ \subsubsection{Risk Assessment and Opportunities} Even, if the concept of an RSE unit fails at a specific institution, its duties and the employed people can be shifted to the other departments until a new structure has been found.\\ Governance and organisational location are points that have to be negotiated -inividually at each institution and probably also for a lot of employees of the RSE unit. +inividually at each institution and probably also for a lot of employees of the RSE unit in order to fit the needs of the scientists. This comes partially from the aforementioned stakeholders, but also from the necessity, -that while the unit is a central infrastructure, it needs to be able within -the agile structures of academic research, therefore a certain lack of structures is expected. +that while the unit is a central infrastructure, +it needs to be able to provide the services of their employees within the agile structures of academic research -- close to the scientists. +Therefore a certain lack of formalised, organisational structures can be expected. Finding people for staffing this unit is a challenging tasks, but this is partially adressed through the wide network within the university that the unit forms, and also by further measures described in \ref{subsec:staff}. From 89bd059229ca513ee3f26bd97c0d7156fed5744e Mon Sep 17 00:00:00 2001 From: Florian Goth Date: Thu, 2 Jul 2026 23:28:06 +0200 Subject: [PATCH 13/16] fix typo --- paper.tex | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/paper.tex b/paper.tex index 455c9bf..f0b8cda 100644 --- a/paper.tex +++ b/paper.tex @@ -624,7 +624,7 @@ \subsubsection{Risk Assessment and Opportunities} that while the unit is a central infrastructure, it needs to be able to provide the services of their employees within the agile structures of academic research -- close to the scientists. Therefore a certain lack of formalised, organisational structures can be expected. -Finding people for staffing this unit is a challenging tasks, but this is partially adressed +Finding people for staffing this unit is a challenging tasks, but this is partially addressed through the wide network within the university that the unit forms, and also by further measures described in \ref{subsec:staff}. Funding will always be an issue of any newly established structure at a German university. From e68773668aeb0b463ef3ea057e6147d2201cafc0 Mon Sep 17 00:00:00 2001 From: =?UTF-8?q?Frank=20L=C3=B6ffler?= Date: Fri, 3 Jul 2026 14:03:01 +0200 Subject: [PATCH 14/16] Apply suggestion from @knarrff use utf8 quotes --- paper.tex | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/paper.tex b/paper.tex index 06d0b2a..82203d9 100644 --- a/paper.tex +++ b/paper.tex @@ -644,7 +644,7 @@ \subsubsection{Risk Assessment and Opportunities} Initial funding, e.g. by initiatives outside of the university, can jumpstart the unit, ultimately it has to prove its value to the scientists of the university such that the pooling idea we have given \ref{subsec:pooling} gains traction. -While ``measuring'' the success of the unit certainly has to be done, ultimately +While “measuring” the success of the unit certainly has to be done, ultimately the scientists have to come to the conclusion whether the RSE unit is worthwhile and should be kept. \subsection{Outsourcing} From 4657cae9377fc9e7f607eb1796662f36c820b7dc Mon Sep 17 00:00:00 2001 From: =?UTF-8?q?Frank=20L=C3=B6ffler?= Date: Fri, 3 Jul 2026 14:04:08 +0200 Subject: [PATCH 15/16] Apply suggestion from @knarrff utf8 quotes --- paper.tex | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/paper.tex b/paper.tex index 82203d9..5ecc93b 100644 --- a/paper.tex +++ b/paper.tex @@ -626,7 +626,7 @@ \subsubsection{Growth of the Unit} \end{mdframed} \subsubsection{Risk Assessment and Opportunities} -Naturally, the presence of a \"new\" department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. +Naturally, the presence of a “new” department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. Stakeholders that are affected are for example traditional IT centres, libraries, but also RDM units and legal offices. We argue, that an RSE unit does not aim to replace them, but offers new possibilities to connect these existing institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. Even, if the concept of an RSE unit fails at a specific institution, its duties and the employed people From a0243d2ff29beb127f93256dffcdea8d1cdfa873 Mon Sep 17 00:00:00 2001 From: =?UTF-8?q?Frank=20L=C3=B6ffler?= Date: Fri, 3 Jul 2026 14:08:15 +0200 Subject: [PATCH 16/16] semantic linebreaks and minor things --- paper.tex | 27 ++++++++++----------------- 1 file changed, 10 insertions(+), 17 deletions(-) diff --git a/paper.tex b/paper.tex index 5ecc93b..133868a 100644 --- a/paper.tex +++ b/paper.tex @@ -627,25 +627,18 @@ \subsubsection{Growth of the Unit} \subsubsection{Risk Assessment and Opportunities} Naturally, the presence of a “new” department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments. -Stakeholders that are affected are for example traditional IT centres, libraries, but also RDM units and legal offices. We argue, that an RSE unit does not aim to replace them, but -offers new possibilities to connect these existing institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. -Even, if the concept of an RSE unit fails at a specific institution, its duties and the employed people -can be shifted to the other departments until a new structure has been found.\\ -Governance and organisational location are points that have to be negotiated -inividually at each institution and probably also for a lot of employees of the RSE unit in order to fit the needs of the scientists. -This comes partially from the aforementioned stakeholders, but also from the necessity, -that while the unit is a central infrastructure, -it needs to be able to provide the services of their employees within the agile structures of academic research -- close to the scientists. +Stakeholders that might be affected are for example traditional IT centres, libraries, but also RDM units and legal offices. +We argue, that an RSE unit does not aim to replace them, but offers new possibilities to connect these existing institutions and thereby enables an academic insititution to offer a stronger portfolio to its scientists. + +Even if the concept of an RSE unit fails at a specific institution, its duties and the employed people can be shifted to the other departments until a new structure has been found. +Governance and organisational location are points that have to be negotiated inividually at each institution and probably also for a lot of employees of the RSE unit in order to fit the needs of the scientists. +This comes partially from the aforementioned stakeholders, but also from the necessity, that while the unit is a central infrastructure, + it needs to be able to provide the services of their employees within the agile structures of academic research -- close to the scientists. Therefore a certain lack of formalised, organisational structures can be expected. -Finding people for staffing this unit is a challenging tasks, but this is partially addressed -through the wide network within the university that the unit forms, and also by -further measures described in \ref{subsec:staff}. +Finding people for staffing this unit is a challenging tasks, but this is partially addressed through the wide network within the university that the unit forms, and also by further measures described in~\ref{subsec:staff}. Funding will always be an issue of any newly established structure at a German university. -Initial funding, e.g. by initiatives outside of the university, can jumpstart the unit, -ultimately it has to prove its value to the scientists of the university such that the pooling idea -we have given \ref{subsec:pooling} gains traction. -While “measuring” the success of the unit certainly has to be done, ultimately -the scientists have to come to the conclusion whether the RSE unit is worthwhile and should be kept. +Initial funding, e. g., by initiatives outside of the university, can jumpstart the unit, ultimately it has to prove its value to the scientists of the university such that the pooling idea we have given~\ref{subsec:pooling} gains traction. +While “measuring” the success of the unit certainly has its difficulties but could be tried, ultimately the scientists have to come to the conclusion whether the RSE unit is worthwhile and should be kept. \subsection{Outsourcing}