DE-RSE · CaptainSifff · Jun 26, 2026 · Jun 29, 2026 · Jun 29, 2026 · Jul 2, 2026
diff --git a/paper.tex b/paper.tex
@@ -121,6 +121,7 @@ \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.
@@ -624,6 +625,21 @@ \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{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.
+Naturally, establishing 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.
+Naturally, establishing a “new” department like an RSE department at an academic institution will lead to a realignment of responsibilities of existing departments.
+Stakeholders that might be affected are for example traditional IT centres, libraries, but also RDM units and legal offices.
-Stakeholders that might be affected are for example traditional IT centres, libraries, but also RDM units and legal offices.
+Units that might be affected include not only traditional IT centres, libraries, but also RDM units and legal offices.
-Stakeholders that might be affected are for example traditional IT centres, libraries, but also RDM units and legal offices.
+Units that might be affected include not only 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.
-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.
+We argue, that an RSE unit does not aim to replace them, but offers new possibilities to connect these existing departments and thereby enables an academic insititution to offer a stronger portfolio to its researchers.
-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.
+We argue, that an RSE unit does not aim to replace them, but offers new possibilities to connect these existing departments and thereby enables an academic insititution to offer a stronger portfolio to its researchers.
+
+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.
-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.
+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 researchers.
-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.
+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 researchers.
+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}.
+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.
-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.
+Initial funding, e. g., by initiatives outside of the university, can jumpstart the unit, ultimately it has to prove its value to the researchers of the university such that the pooling idea we have given~\ref{subsec:pooling} gains traction.
-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.
+Initial funding, e. g., by initiatives outside of the university, can jumpstart the unit, ultimately it has to prove its value to the researchers 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.
-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.
+While “measuring” the success of the unit certainly has its difficulties but could be tried, ultimately the researchers have to come to the conclusion whether the RSE unit is worthwhile and should be kept.
-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.
+While “measuring” the success of the unit certainly has its difficulties but could be tried, ultimately the researchers have to come to the conclusion whether the RSE unit is worthwhile and should be kept.
+
 \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.
@@ -642,7 +658,7 @@ \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.

diff --git a/review_answers/review_1_answers.md b/review_answers/review_1_answers.md
@@ -22,8 +22,10 @@ We thank you very much for your review and the opportunity to improve our manusc
 > 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:**
-We did not intend to conduct a statistically significant, representative survey of RSE units. Our aim was to collect some feedback that we can use to demmonstrate the breadth of services offered by existing units and to support the selection of service modules we defined. We have replaced the term survey with less formal formulations.
-
+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.
-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.
+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 subsection on risks in the realisation of an RSE unit.
-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.
+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 subsection on risks in the realisation of an RSE unit.
+However, we also did not intend to conduct a statistically significant, representative survey of RSE units.
+Our aim was to collect some feedback that we can use to demmonstrate the breadth of services offered by existing units and to support the selection of service modules we defined.
+We have replaced the term survey with less formal formulations.
 
 ---
 
@@ -87,5 +89,7 @@ We softened several claims in the paper
 > 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
@@ -244,7 +244,8 @@ Please see our general answer on this manuscript being an _opinion article._
 > 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 
-We thank the reviewer for pointing out this omission. We have added a subsubsection on risk assessmant in the realisation chapter where we elaborate 
+We thank the reviewer for pointing out this omission. We have added a subsection on risk assessmant in the realisation chapter where we elaborate 
-We thank the reviewer for pointing out this omission. We have added a subsubsection on risk assessmant in the realisation chapter where we elaborate 
+We thank the reviewer for pointing out this omission. We have added a subsection on risk assessmant in the realisation chapter where we elaborate 
+on the risks mentioned by the reviewer.
 ---
 
 ### Comment 25