JACoW is a publisher in Geneva, Switzerland that publishes the proceedings of accelerator conferences held around the world by an international collaboration of editors.
@inproceedings{cuni:icalepcs2023-tu2ao03,
author = {G. Cuní and O. Matilla and J. Nicolàs and M. Pont},
title = {{A Successful Emergency Response Plan: Lessons in the Controls Section of the ALBA Synchrotron}},
% booktitle = {Proc. ICALEPCS'23},
booktitle = {Proc. 19th Int. Conf. Accel. Large Exp. Phys. Control Syst. (ICALEPCS'23)},
eventdate = {2023-10-09/2023-10-13},
pages = {316--320},
paper = {TU2AO03},
language = {english},
keywords = {controls, operation, software, MMI, synchrotron},
venue = {Cape Town, South Africa},
series = {International Conference on Accelerator and Large Experimental Physics Control Systems},
number = {19},
publisher = {JACoW Publishing, Geneva, Switzerland},
month = {02},
year = {2024},
issn = {2226-0358},
isbn = {978-3-95450-238-7},
doi = {10.18429/JACoW-ICALEPCS2023-TU2AO03},
url = {https://jacow.org/icalepcs2023/papers/tu2ao03.pdf},
abstract = {{These are challenging times for research institutes in the field of software engineering. Our designs are becoming increasingly complex, and a software engineer needs years of experience to become productive. On the other hand, the software job market is very dynamic, and a computer engineer receives tens of offers from private companies with attractive salaries every year. Occasionally, the perfect storm can occur, and in a short period of time, several key people in a group with years of experience leave. The situation is even more critical when the institute is plunged into a high growth rate with several new instruments under way. Naturally, engaged teams will resist reducing operational service quality, but, on the other hand, the new installations milestones dates will approach quickly. This article outlines the decision-making process and the measures taken to cope with this situation in the ALBA Synchroton’s Controls Section. The plan included reorganizing teamwork, but more importantly, redefining the relationship with our clients and prioritization processes. As a result, the team was restructured and new roles were created. In addition, effective coordination was vital, and new communication channels were established to ensure smooth workflows. The emergency peak period is over in our case, but we have learned a lot of lessons and implemented many changes that will stay with us. They have made us more efficient and more resilient in case of future emergencies. }},
}