Consistently use \eg command

Author: fiveop

paper.tex

@@ -77,7 +77,7 @@ \section{Introduction}
 However, for the lack of a proper term and to avoid many “non-RSE researchers” within the text, we will refer by “researchers” to all non-RSEs involved in research or in research supporting organisations such as in \eg{} libraries, hence those that are at most sporadically performing RSE actions.\\
 \textbf{RSE Hub}:\\
 This is our general term 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 single leadership,
+These RSE Hubs can take the form of, \eg{} full RSE units, smaller RSE groups, Open Source Program Office (OSPOs), virtually across multiple units or combined under single leadership,
  depending on the evironment of the hosting research organisation.
 All of these implementations are considered, taking into account the large variety of research environments in Germany.
 
@@ -87,7 +87,7 @@ \section{Motivation for central RSE units}
 \end{quotation}
 
 The quote above is the shortes possible summary of this chapter: most if not all motivation to provide RSE services stems from improving research.
-Tasks RSEs perform include training, e.g.\ to improve the often low-quality code developed by beginners~\autocite{Ostlund2023}, consultation services, e.g.\ regarding frameworks or algorithm selection, licensing.
+Tasks RSEs perform include training, \eg{} to improve the often low-quality code developed by beginners~\autocite{Ostlund2023}, consultation services, \eg{} regarding frameworks or algorithm selection, licensing.
 For an overview of typical tasks of RSEs and the competencies required, see~\autocite{goth_foundational_competencies_2024}, especially section\ 4.4:\ “RSE tasks and responsibilities”.
 
 \subsection{Pooling: a necessary ingredient}
@@ -100,7 +100,7 @@ \subsection{Pooling: a necessary ingredient}
 % side-note: it's also similar to “inhouse consulting” in management\autocite{moscho_inhouse_consulting_2010}. They even formed a national network to raise awareness about the internal consultant role (https://inhouse-consulting.de/).
 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 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.
+Most academic research organisations have established centralized tooling, \eg{} 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}.
 
 A second and equally important pooling is that of \textbf{diverse knowledge}.
@@ -154,7 +154,7 @@ \subsubsection{Existing RSE efforts}
 The latter 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.
 %Other tasks include code review (REF? Charite), consultation services regarding frameworks or algorithm selection, licensing, and more.
-%RSEs have always embraced and supported collaborative infrastructure and tools, e.g.\ GitLab, Containerisation, etc.\ and thus enabled fellow researchers utilising such infrastructure.
+%RSEs have always embraced and supported collaborative infrastructure and tools, \eg{} GitLab, Containerisation, etc.\ and thus enabled fellow researchers utilising such infrastructure.
 In some national and international organisations, established RSE groups already develop solutions for (and guided by) research projects.
 %This approach assures high quality research software and allows domain scientists to focus on their research challenges.
 %This is likely to save time and accelerate publication of results.
@@ -289,9 +289,9 @@ \subsection{Module 2: Consultation Services}%
 
 “One Off” consultations on any research software related aspect that are open to researchers of all career levels are
 a great introduction to the hub's RSE services and are offered by almost all RSE units already established [REF].
-Depending on the demand, these consultations can either be by appointment or in a more structured format where you book an appointment from available dates (e.g.\ University of Sheffield's “Code Clinic”\footnote{At time of publication the appointment form could be access from the front page of the RSE unit’s website: \url{https://rse.shef.ac.uk/}} and Friedrich Schiller University’s Digital Research Clinic\footnote{At the time of publication upcoming clinic’s were advertised on the consulting page of the Competence Center For Digital Research’s website: \url{https://www.zedif.uni-jena.de/en/consulting.html}}).
+Depending on the demand, these consultations can either be by appointment or in a more structured format where you book an appointment from available dates (\eg{} University of Sheffield's “Code Clinic”\footnote{At time of publication the appointment form could be access from the front page of the RSE unit’s website: \url{https://rse.shef.ac.uk/}} and Friedrich Schiller University’s Digital Research Clinic\footnote{At the time of publication upcoming clinic’s were advertised on the consulting page of the Competence Center For Digital Research’s website: \url{https://www.zedif.uni-jena.de/en/consulting.html}}).
 
-A larger scale format for RSE consultation services could be that a research project regularly (e.g.\ quarterly or monthly) meets with an RSE in order to coordinate the research software efforts done in the research project.
+A larger scale format for RSE consultation services could be that a research project regularly (\eg{} quarterly or monthly) meets with an RSE in order to coordinate the research software efforts done in the research project.
 This format enables valuable feedback cycles between researchers and RSEs and allows RSEs to guide the project
 towards successful software engineering best practices without overloading the researchers with information at a one-off consultation.
 When an RSE unit carries out many of these project consultations, they will gather valuable experiences in transferring RSE knowledge to practitioners.
@@ -325,7 +325,7 @@ \subsection{Module 3: Development Services}%
 sustaining these pieces is of vital importance for the long term success of the institution.
 Relying on a workforce that is subject to academic labor turnover poses a risk of knowledge loss.
 If the development is done in an RSE unit, institutional memory about critical research software infrastructures can be created and the long term availability of these infrastructures can be improved.
-This applies both to domain-specific research software (e.g.\ simulation frameworks widely used throughout the institution)
+This applies both to domain-specific research software (\eg{} simulation frameworks widely used throughout the institution)
 and to domain-agnostic software and data infrastructure (\eg{} Jupyter, workflow management systems, data repository software).
 
 While all of the above development services can be flexibly performed either at the RSE hub or its spokes, there are advantages of having a hub in the process:
@@ -416,7 +416,7 @@ \subsection{Module 6: RSE Infrastructure Provisioning}%
 This holds for existing RSE, or more general IT, infrastructure.
 However, as scientists are working, by definition, at the cutting edge, they will often need or want to use the newest tools.
 When such a need is identified in the course of a consultation, a central RSE unit can set up and provide access to pilot instances to evaluate these tools.
-This evaluation will specifically consider a wider applicability of the tool, with the aim of handing over administration of widely required tools and services to, e.g., the central IT department.
+This evaluation will specifically consider a wider applicability of the tool, with the aim of handing over administration of widely required tools and services to, \eg{}, the central IT department.
 
 It is crucial that the RSE unit does not compete with the IT department, nor should it duplicate existing infrastructure.
 On the contrary, the RSE unit should act as a multiplier for the RSE-relevant services offered by the IT department, helping RSEs to discover and use existing and upcoming services.
@@ -625,7 +625,7 @@ \subsection{Outsourcing}
 This also widens the customer base of the RSE unit since the newly founded company may obtain contracts from industry.
 If this company is university backed/branded this enables another possibility for a university to interact with the local society.
 But there are drawbacks.
-Since the company is now a university external entity the Vergabe-Richtlinien have to be fulfilled, which could e.g.\ mean to publicly invite tenders in order to have a competitive procedure.
+Since the company is now a university external entity the Vergabe-Richtlinien have to be fulfilled, which could \eg{} mean to publicly invite tenders in order to have a competitive procedure.
 This also points to the fact that an external company has to be a mostly profitable entity (partly this can be softened by founding a non-for-profit entity).
 Moreover, during the outsourcing contract, there has to be a coordinator at both sides and the flow of information from the academic institution to the contracted company has to be established.
 These are some examples of additional administrative overhead due to the interaction with external partners.