Open options

This happens despite the fact that frequently, the very same public institutions, have strong policies and invest substantial efforts to promote Open Science. Why does this happen and are there alternative scenarios?

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What are the challenges from the institutional perspective? Why is it difficult for open source software providers to participate and successfully compete in tenders?

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And how can we ensure we always keep a range of service options open? Open competition — unintentionally closed?

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Procurement is often the preferred route for selecting new service providers at big public institutions. This is justified by the principles of transparency, equal treatment, open competition, sound procedural management and the need to open options public funds to good use.

Hence, the legal teams at public institutions often perceive public procurement as the default option. Public procurement, however, often unintentionally blocks pathways to open solutions, favouring corporate providers of proprietary software.

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First, to ensure an equal and fair process, everything needs to be measured. For example, what does usability mean and what level is good enough? What is sufficient service availability? How is it going to be open options With the emphasis on numbers and legal frameworks, there is little place for open science values and the importance of aligning with missions and visions.

In addition, to facilitate competition, legal teams at public institutions sometimes question requirements or preferences, which seem open options them too specific, or which might limit the number of parties able to respond to a tender.

This might sometimes put smaller initiatives, with innovative or niche solutions open options disadvantage.

Mining and Resources

Teams going through the tender preparation are often faced with confidentiality clauses. They are intended to make the process fair and equal to everyone. This, however, can make communication for clarifications and scoping with prospective providers or sometimes even with colleagues within the same department! It also means that open options might not be possible to communicate with the unsuccessful applicants why their bids were not successful and what areas of their application could have been improved.

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And it might prevent the sharing of lessons across the sector which is hugely valuable to prevent other institutions falling into the same pitfalls.

Last, small institutional teams at libraries or IT departments open options are tasked with finding new services for research data often lack the necessary experience and expertise in procuring solutions. Yet, suddenly they are faced with discussions with legal experts, legal jargon and lengthy documents they are often unfamiliar with and unsure how to tackle, or how to effectively explain what is needed.

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Balancing values, costs and requirements Providers of open source software, or providers of open services built on open software, are usually fully open options and resourced to simply do specifically that! They either rely on upfront agreements open options expanded functionality or scope where the resources are provided to effect the change, or third parties to offer the service selling and instantiation for specific needs. Open options odds are low since they often will not have necessary documentation and proofs required in a typical tender process, particularly in an international context.

They open options be excluded from tenders merely on the basis of not having a Open options number in a given country, or turnover in a given currency, or for not having been in existence for sufficient years, or not charging enough for the service. They are focused on what they do well, and often much above the level tendered for, but without the means to guarantee it.

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Hence, providers of open source software, or providers of open services built on open software perceive tenders as stacked against them. Theatre of risk Much of the challenge simply comes from open source projects being smaller organisations without dedicated personnel to perform compliance and legal work. Tender processes often involve several types of statements to ensure against certain types of risks.

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However, this does not at all mean that they are riskier. The paperwork required does not in fact ensure the organisation proposing the tender against risk, it only has some paperwork open options show that it tried. Big organisations can default on their obligations as often as smaller ones. In fact, large organisations may even make the choice to do this without significant negative impact, or decide to change focus.

Smaller organisations on the other hand, are open options to that primary purpose as the core of their operations and are able to be more responsive and connected with the client.

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There is always risk involved in any relationship or process, but the requirements of the tender process does not in fact alleviate that risk, creating more risk mitigation theatre than actual risk reduction. Alternative models There are many different service delivery models that can be explored. Many companies run open source software on a commercial basis.

Some open infrastructure is run on memberships or subscription models.

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DMPonline, for example, has an annual or three-year subscription for institutions and funders who how to earn 0 01 bitcoin to customise the tool. Recently Jisc launched a dynamic procurement framework for research data repositories which pre-approves common terms and conditions so institutions can do a lightweight mini-competition based on required functionality.

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This approach prevents tender exercises from being too heavyweight for smaller service providers, and helps institutions access a wider range of options. Exploring some of these alternative models and the relative costs and benefits e. How to change the status quo? There are clearly a number of challenges facing research institutions and service providers alike. Everybody wants an open competition where everybody is fairly evaluated on their relative strengths, however the prevalent methods for assessing service options and choosing a provider do not always facilitate this.

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How can we change the status quo and ensure we keep all options open? Can we provide a forum for research organisations to share lessons learned from running procurement exercises so others have a place to seek advice?

For example, consider the weighting of the functional and non-functional requirements.

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Should the final deciding criteria be cost or alignment with values? Can we share tactics on helping institutional boards to consider alternative options and challenge preconceptions that it will be cheaper, easier, more sustainable? Can sector-wide deals be brokered to facilitate a broader range of providers to engage, open options how can smaller service providers be enabled to compete with larger operations better placed to respond to tenders?

Can collective open options help the sector to secure better terms for education which embody our core values of openness, or can these factors open options more heavily weighted in the evaluation criteria? How can the scholarly community work collectively to invest in and sustain open infrastructure?

What is the role of user groups to help direct development roadmaps? Much discussion between institutions and service providers is needed to align needs and visions, especially as tender processes will involve a far wider range of stakeholders who may not have an awareness of the service being procured and what matters in terms of delivery.

If the file is opened for write access by other programs, then it is file system specific if writing to the end of the file is atomic. This option is ignored if the file is opened only for READ access. Open options check for the existence of the file and the creation of the file if it does not exist is atomic with respect to other file system operations.

If we want to keep our options open, we need to share experiences and collectively define a more flexible procedure for commissioning our scholarly infrastructure. Share this:.