british spelling of organisation

Author: knarrff

paper.tex

@@ -55,7 +55,7 @@ \section{Introduction}
 These actions are very diverse and so are the environments they are performed in.
 This position paper focuses on groups of research software engineers that provide their services for an entire research organisation or at least a substrancial part of it.
 
-We advocate the establishment and support of dedicated, central RSE groups in German research organizations, with clearly defined tasks, contact points, and, in particular, sustained funding, for the benefit of all researchers in their organisation.
+We advocate the establishment and support of dedicated, central RSE groups in German research organisations, with clearly defined tasks, contact points, and, in particular, sustained funding, for the benefit of all researchers in their organisation.
 We provide an overview of the various task these teams have and discuss potential realization strategies, learning from already existing examples of such an RSE unit.
 
 Before we motivate the topic of this position paper further, we first introduce the terminology used throught this work.
@@ -83,11 +83,11 @@ \section{Introduction}
 role as an alternative to a traditional research role because they enjoy and wish to focus
 on the development of research software.\\
 \textbf{Researchers:}\\
-We refer by researchers to all others involved in research or in research supporting organizations such as \eg{} libraries,
+We refer by researchers to all others involved in research or in research supporting organisations such as \eg{} libraries,
 hence those that are at most sporadically performing RSE actions.
 
 Furthermore, we will use the general term \textbf{RSE Hub} for the central RSE team throughout this paper.
-These RSE Hubs can take the form of, e.g., full RSE units, smaller RSE groups, Open Source Program Office (OSPOs), virtually across multiple units or combined under one single leader, depending on the evironment of the particular research organization under consideration.
+These RSE Hubs can take the form of, e.g., full RSE units, smaller RSE groups, Open Source Program Office (OSPOs), virtually across multiple units or combined under one single leader, depending on the evironment of the particular research organisation under consideration.
 All of these implementations are considered here, taking into account the large variety of research environments in Germany.
 
 \section{Motivation}
@@ -97,8 +97,8 @@ \section{Motivation}
       \textit{Better Software, Better Research}\\(Mission statement of the UK Software Sustainability Institute)
 \end{quotation}
 
-In this chapter, we motivate dedicated RSE groups in German research organizations.
-Several stakeholder perspectives are discussed and supported by (inter)national examples, including that of RSEs within RSE groups, RSEs embedded in research groups, Researchers in need of RSE resources, organizational management and that of funders.
+In this chapter, we motivate dedicated RSE groups in German research organisations.
+Several stakeholder perspectives are discussed and supported by (inter)national examples, including that of RSEs within RSE groups, RSEs embedded in research groups, Researchers in need of RSE resources, organisational management and that of funders.
 
 We will draw parallels to research data here, because both, data and software, play a fundamental role in all of the research.
 Over the past decades, Research Data Management (RDM) has evolved into a topic of national interest with NFDI consortia for all disciplines and a research data law.
@@ -108,7 +108,7 @@ \section{Motivation}
 Due to the similar nature of both, data and software, and their importance in today's digital research, it is reasonable to expect a similar trajectory in the development of research software as a topic.
 %such output has become more important over the last two decades. Since research software can be considered valuable research output as well, we expect a similar trajectory for software.
 %gh training researchers, the reusability through data repositories and to avoid duplication of effort.
-%For over a decade, research funders and organizations made a significant effort to establish RDM and teams around it, for example the Utrecht University Research Data Management Support~\autocite{UtrechtRDM}, University of Stuttgart FoKUS team~\autocite{Boehlke2024} or TUBS.researchdata~\autocite{Grunwald2022} at TU Braunschweig.
+%For over a decade, research funders and organisations made a significant effort to establish RDM and teams around it, for example the Utrecht University Research Data Management Support~\autocite{UtrechtRDM}, University of Stuttgart FoKUS team~\autocite{Boehlke2024} or TUBS.researchdata~\autocite{Grunwald2022} at TU Braunschweig.
 %We assume that research software will follow a similar trajectory.
 %\footnote{For arguments when research software is unlike data, see \autocite{Lamprecht2020}.}
 
@@ -119,7 +119,7 @@ \section{Motivation}
 \subsection{Tasks}
 
 One of the services a centralized RSE unit likely will provide is training to improve the often low-quality code developed by beginners~\autocite{Ostlund2023}.
-Examples of organizational training efforts are the Helmholtz HIFIS group [https://events.hifis.net/category/4/], the Scientific Software Center in Heidelberg [https://www.ssc.uni-heidelberg.de/en], the Competence Center Digital Research in Jena (zedif: [https://www.zedif.uni-jena.de/en/]), and the SURESOFT workshops series in Braunschweig~\autocite{SURESOFTLink, Blech2022}.
+Examples of organisational training efforts are the Helmholtz HIFIS group [https://events.hifis.net/category/4/], the Scientific Software Center in Heidelberg [https://www.ssc.uni-heidelberg.de/en], the Competence Center Digital Research in Jena (zedif: [https://www.zedif.uni-jena.de/en/]), and the SURESOFT workshops series in Braunschweig~\autocite{SURESOFTLink, Blech2022}.
 Another national pioneer is the Göttingen State and University Library which set up a group of RSEs offering – besides training – services like data modeling and visualization, digital editions, portal development and more.
 They reported a remarkable increase in software quality, better grant applications, less brain drain and overall employee satisfaction levels~\autocite{schimavoigt2023}.
 The demand for such services appears to be ever-increasing.
@@ -137,7 +137,7 @@ \subsection{Structure}
 This is comparable to commercial/industry R\&D departments, where key software architects and developers establish a knowledge hub and consult with as many projects as necessary [REF].
 Subject matter experts like software architects, database administrators and other tooling specialists are organized centrally and share their knowledge by consulting with decentralized projects.
 It makes economically sense to organise such personel as cost-effective as possible since not every project can afford or needs such RSE FTEs.
-Most academic research organizations have established centralized tooling, e.g.\ storage or High-Performance-Computing\ (HPC), but only a few consider software development and consultancy a relevant service yet.
+Most academic research organisations have established centralized tooling, e.g.\ storage or High-Performance-Computing\ (HPC), but only a few consider software development and consultancy a relevant service yet.
 RSE units act as knowledge hubs in a network of academic developers within an organisation~\autocite{Elsholz2006}.
 This enables the embedded experts to maintain in-depth knowledge and to assess current trends and developments, both in research as well as technology.
 
@@ -159,18 +159,18 @@ \subsection{Structure}
 
 The Carpentries~\autocite{Carpentries} exemplify a similar success story [REF SuccessStory Carpentries https://carpentries.org/testimonials/].
 Requests or suggestions for even more training show the need for such services.
-RSE services which benefit all disciplines/departments may represent a unique selling point for organizations competing for the brightest minds.
+RSE services which benefit all disciplines/departments may represent a unique selling point for organisations competing for the brightest minds.
 See the examples from leading universities above.
 
-Given that RDM training or coordination is a centralized effort in most organizations, the time has come to implement a similar structure for research software services.
+Given that RDM training or coordination is a centralized effort in most organisations, the time has come to implement a similar structure for research software services.
 Such a group may extend or include RDM or collaborate with such service teams.
 See the Vision and Realization sections below for more details.
 
 \subsection{International Comparison and Current Developments}
 
 
 Selected research institutions in the UK have pioneered the deployment of RSEs into research projects~\autocite{Crouch2013}.
-The successful establishment of such staff is a role model for similar academic organizations worldwide.
+The successful establishment of such staff is a role model for similar academic organisations worldwide.
 A range of already-existing RSE units can be seen in this map: https://society-rse.org/community/rse-groups/
 
 In the UK, for example, almost all grant applications include software development in their budget.
@@ -215,7 +215,7 @@ \subsection{Towards a Thriving Future}
 
 High-quality software is likely to be published, cited, and reused.
 Better software is assumed to have a much longer life cycle and may be more evolvable or extensible due to better code quality and architectural decisions that ease reuse.
-This will benefit researchers, organizations, funders, and society.
+This will benefit researchers, organisations, funders, and society.
 
 %Necessary software management activities like (git-based) version control are assumed to improve collaboration among researchers.
 
@@ -225,15 +225,15 @@ \subsection{Towards a Thriving Future}
 % move to vision
 %Software development and management training efforts included in the "studium generale" (or similar education strategies) will further the knowledge of students and early career researchers.
 
-%In contrast, organizations lacking such RSE knowledge need to purchase professional support - in the industry often realized via consulting.
+%In contrast, organisations lacking such RSE knowledge need to purchase professional support - in the industry often realized via consulting.
 %Academic research hardly has the resources to compete for effective consulting.
 %Academic research is assumed to aim for sovereignty and independence of third-party providers.
 
 \section{Vision}%
 \label{sec:vision}
 In the following, we describe our vision of central RSE units at research institutions in Germany.
 As these institutions include universities, other colleges, as well as large associations like Max-Planck, Helmholtz, Fraunhofer or Leibniz,
-they show a wide variety in organizational structure as well as internal scientific diversity.
+they show a wide variety in organisational structure as well as internal scientific diversity.
 Thus, there can be no single optimal concept of such an RSE unit for all research institutions in Germany.
 We instead describe modular components that can be mixed and matched based on the respective local environment.
 
@@ -247,7 +247,7 @@ \subsection{Module 1: Foster a Network of RSEs}%
 \label{sec:network}
 
 One of the core responsibilities of an RSE unit is to act as a coordinator of RSE activities within the institution.
-At virtually every academic institution there are employees that assume at least part-time the role of an RSE, with tasks within only a part of that organization.
+At virtually every academic institution there are employees that assume at least part-time the role of an RSE, with tasks within only a part of that organisation.
 These RSEs typically work isolated from similar RSEs in different groups, within the same institution.
 A central RSE unit provides a condensation core and connects RSEs in spokes with each other and with the ones at the hub.
 
@@ -364,9 +364,9 @@ \subsection{Module 5: Create a Network of Institutional Partners}%
 However, their coverage of RSE-related needs of researchers is often limited and their main responsibilities, even as diverse as they are across institutions, typically lie elsewhere.
 While this is one of the main arguments for the creation of dedicated RSE units, it also shows the necessity for an RSE unit to closely interact with its respective partners.
 
-In the following, we describe groups or units that can typically be found within academic organizations,
+In the following, we describe groups or units that can typically be found within academic organisations,
 what usually their focus is and how we envision collaborations with an RSE unit.
-However, note that as research organizations can differ widely from one another, so can the tasks and even existence of the entities below.
+However, note that as research organisations can differ widely from one another, so can the tasks and even existence of the entities below.
 Arguments and conclusions below have to be adapted to specific circumstances when applying them to specific environments.
 
 All research institutions in Germany do have a \textbf{computing center} of one form or another.
@@ -507,15 +507,15 @@ \subsection{Funding Possibilities}%
 \item It seems natural to allocate ordinary budget positions for RSEs.
       However, particularly at German universities, it is usually impossible to create completely new budget positions and the only feasible way is to rededicate an existing position after its corresponding holder has left.
       Depending on the local circumstances at an institution, this can be a cumbersome and time-consuming process for each such position.
-\item Funding organizations additionally allocate a portion of the direct project funds as overhead, which is typically divided between the institution and the applicant.
+\item Funding organisations additionally allocate a portion of the direct project funds as overhead, which is typically divided between the institution and the applicant.
       We propose using a small percentage of the overhead agglomorated at the institution to permanently finance central RSE positions.
       Assuming a third-party funding income of EUR 50 million annually and a 20\% overhead, EUR 100,000 in permanent funding requirements for one person-year would only account for 1\% of this overhead.
 \item In project applications involving the development of research software, corresponding person-months should be applied for to finance RSE tasks.
       In this way, an applicant can book a fixed number of working hours from the RSE pool and pay for the costs accordingly.
       This model has been successfully implemented at several UK universities.
       In order to scale, it needs to be supported by an institutional policy.
       Large scale collaborative projects can often apply for dedicated technical support positions that align well with the idea of RSE units.
-\item Funding organizations are increasingly recognizing the need for sustainable research software
+\item Funding organisations are increasingly recognizing the need for sustainable research software
       development and are setting up correspondingly designated funding programmes.
       The DFG has already organized three calls for proposals in 2016\footnote{\href{https://www.dfg.de/resource/blob/172674/1bcb181a6451fdac9d94421776b52798/161026-dfg-ausschreibung-forschungssoftware-de-data.pdf}{Nachhaltigkeit von Forschungssoftware}}, 2019\footnote{\href{https://www.dfg.de/de/aktuelles/neuigkeiten-themen/info-wissenschaft/2019/info-wissenschaft-19-44}{Qualitätssicherung von Forschungssoftware durch ihre nachhaltige Nutzbarmachung}}, and 2022\footnote{\href{https://www.dfg.de/en/news/news-topics/announcements-proposals/2022/info-wissenschaft-22-85}{Research Software – Quality Assured and Re-usable}}.
       It is to be expected that even more programs will be launched in the future.
@@ -533,7 +533,7 @@ \subsection{Funding Possibilities}%
 % However, it might be difficult to realize the required reallocation of resources.
 % Another possibility is the pooling of RSE funds from different research departments, which brings its own administrative burden, and is probably not generating long-term positions.
 % To generate these RSE funds it is required to obtain them from external funders like the DFG, a strategy that can be supported by an institutional policy to ask for these.
-% This mixed funding scheme brings us to organizational topics that facilitate the money generation.
+% This mixed funding scheme brings us to organisational topics that facilitate the money generation.
 % From the side of the funding agencies this can be supported by requiring a digital support strategy from proposals similar to RDM plans.
 % If this strategy/policy is followed institution-wide, we believe that a consistent stream of income can be generated that enhances the bare-level support that is generated by the fixed funding from the central budget.
 
@@ -565,7 +565,7 @@ \subsubsection{Conceptualization}
 Decision makers at an institution usually require a concept upon which they will decide about the installation of an RSE unit.
 Such a concept should specify the idea of the RSE unit, its responsibilities and offerings as a subset of the nine modules presented in \autoref{sec:vision}, and the resulting benefits for the institution and its researchers.
 
-A rather difficult and crucial question can be the localization of the RSE unit within the organizational structure of the institution.
+A rather difficult and crucial question can be the localization of the RSE unit within the organisational structure of the institution.
 A canonical place would be a new subunit of an institutional body close to software,
 training services and computing such as the institution's IT department, the computing center or the library.
 Since most institutions already have an RDM unit, it seems natural to add the RSE unit as a parallel structure.