Guidelines for Research Projects

Project start-up

1. 1. Starting the project

   Before a project can start, the necessary clarifications and processes must be completed with the funder, any partners, and internally at OsloMet. To ensure a good start-up, it may be useful to establish a cross-functional team in which the project manager collaborates with R&D, finance, HR, and other relevant support functions.

   External clarifications

   As a rule, the project owner (the OsloMet unit named in the application) receives an award letter or a contract from the funder. This must be reviewed and signed before the project can begin. In projects with partners, agreements between the parties must also be in place. If OsloMet is a partner in a project with another coordinator, the coordinator will send us a draft collaboration agreement.

   It is important to note that funds awarded directly to individuals—as may be the case with certain trusts or smaller funds—generally cannot be administered by OsloMet.

   Internal tasks at OsloMet Once the project has been awarded, the researcher who was primarily responsible for the application assumes the role of project manager, either for the entire project or for OsloMet’s part of it. The project description from the application serves as the plan for carrying out the activities.

   Implementation will often require involvement from several support functions:

   • HR for recruitment and hiring
   • Procurement for the acquisition of goods and services
   • Finance for budget follow-up and control of the use of funds
   • R&D and legal support for quality assurance of contracts and agreements

   It is important to be aware that the same laws and regulations that apply elsewhere at OsloMet also apply to project implementation, including personnel and financial management. In addition, the funder may impose specific requirements that must be followed.

   Follow-up and further support

   To ensure a strong start-up and smooth operation of the project, the project manager should inform the R&D unit about the award as early as possible. For larger or more complex projects, it may be appropriate to hold an internal kick-off meeting where roles, responsibilities, and key tasks during the project period are reviewed.

2. 2. Organising kick-off meeting

   It is common to hold a kick-off meeting that marks the official start of the project, with representatives from the partners participating. The coordinator usually organizes such a meeting, and funds are often allocated in the project budget to hold the meeting in person. For larger or more complex projects, it may also be appropriate to conduct an internal kick-off meeting where roles, responsibilities, and key tasks during the project period are reviewed ahead of the meeting with the partners.

   In addition to marking the start of the project, such a meeting also serves several practical functions. At the meeting, it is common to review and ensure a shared understanding of matters related to the governance of the project, for example:

   • Project objectives: Ensure that everyone is aligned on the project’s goals and sub-goals, and on the deliverables the project is to produce.
   • Roles, responsibilities, and collaboration model: Define the mandate for the project manager and/or the steering committee. Clarify how any conflicts will be handled.
   • Organization and decision-making processes: How will decisions be made? Who will approve changes? Clarify the meeting and reporting structures.
   • Timeline and milestones: Ensure agreement on the schedule and milestones.
   • Budget and financial follow-up: Ensure a shared understanding of the budget and the allocation of resources per partner and per work package, as well as when funds will be disbursed and how costs will be documented. Review financial framework conditions and any re-budgeting. In some cases, the award for the project is conditional on the budget included in the application being revised in line with the funds actually awarded and the planned activities.
   • Legal matters and agreements: Ensure that participants agree on ownership of data and results, confidentiality, and how any breaches and disagreements will be handled.
   • Research ethics and security: Clarify which ethical guidelines are to be followed. Ensure compliance with GDPR and other laws and regulations. Clarify whether there are security considerations that must be addressed.
   • Risk: Identify key risks and how they will be managed.
   • Communication: Clarify which channels project participants will use to communicate with each other, and agree on a communication strategy for disseminating results.

   Which topics should receive particular focus will depend entirely on the type of project and the participating organizations.

    

3. 3. Entering into contracts and collaboration agreements

   Contracts in research projects

   In research projects, contracts are a key tool for regulating responsibilities, rights, and obligations between the parties involved. As a general rule, a project will be governed at two levels: through an agreement with the funder and through collaboration agreements with any partners. In addition, separate agreements with suppliers may be required (see also information on procurement in Chapter 10).

   It is important to distinguish between:

   • Grant-funded projects, where funding is provided without a requirement for direct consideration, and where the results are, as a rule, intended to benefit the wider public
   • Contract research projects, where the client pays for a specific piece of work or result, and where there are often clearer requirements for deliverables and rights

   This distinction affects how the contracts are drafted and which requirements apply. You can read more about grant- and contract-funded projects in OsloMet’s regulations on grant- and contract-funded activities.

   Agreement with the funder

   The agreement with the funder sets the overall framework for the project, including requirements for implementation, reporting, and use of funds. For many funding sources, the terms are largely fixed and not subject to negotiation. In such cases, the main task will be to verify and complete the correct information (for example, contact details, bank account number, etc.) and ensure that OsloMet can comply with the conditions.

   Collaboration agreements and other contracts In projects with multiple participants, it is necessary to enter into collaboration agreements that regulate the relationship between the parties. This is particularly relevant in grant-funded projects with consortia. Depending on the project’s activities, agreements with suppliers or subcontractors may also be needed.

   Contracts in research projects should, among other things, regulate:

   • Roles and responsibilities among the parties
   • Allocation of work and resources
   • Rights to results (intellectual property rights)
   • Publication and dissemination
   • Finance, payment, and reporting
   • Handling of confidential information

   It is important to determine whether a collaboration agreement is required in the project and to ensure that it is in place early, preferably before the project starts. OsloMet has developed templates for various types of projects and contracts, and these should be used as far as possible. The choice of template will depend on the project type (grant or contract), the funder, and the project’s organization.

   If you receive a draft agreement from an external party that is not based on OsloMet’s templates, it should be reviewed by the R&D administration and, if necessary, legal support before it is signed.

   Signing of contracts and collaboration agreements

   All necessary agreements must be fully negotiated and signed before the project starts. It is important to clarify who has signing authority at OsloMet, as it is normally not the project manager who signs contracts on behalf of the institution. See the internal guidelines on delegations of authority and signing.

   Need help?

   For guidance on contracts, agreements, and legal matters, you should contact the R&D administration at your faculty or centre. They can also involve the Section for Legal Services and Strategy if needed.

   You can find more information and relevant resources on OsloMet’s webpages on contracts, agreements, and legal support.

4. 4. Creating a project number

   For you to be able to log hours and register costs to the project, a project number must be created in the accounting system to which the costs can be charged. This is done by the Finance Department in the central administration, based on information shared by the faculty/centre finance unit in the UBW financial system. This information includes, among other things, the funding source, resource planning, and a description of academic relevance.

   Contact the finance unit at your faculty/centre to have a project number created.

    

5. 5. Hiring project staff

   If it is relevant to hire staff for the project, there is a recruitment procedure at OsloMet that must be followed. However, you should be aware that the funder may also have guidelines for the content of the employment contract. Contact HR at your faculty/centre for assistance with recruitment. If it is relevant to hire or otherwise engage researchers from abroad, see the webpage on Researcher Mobility and Career Development. 

6. 6. Obtain necessary approvals (REK, Sikt, Norwegian Food Safety Authority, …)

   Some projects require approvals before start-up, particularly if they involve personal data or health data. This may entail review and approval from, for example, Sikt or the Regional Committees for Medical and Health Research Ethics (REK). Such approvals ensure that the research is conducted in accordance with applicable regulations on privacy, ethics, and data security.

   Here are examples of some of the most common approvals required:

   • Data Protection Services at Sikt (sikt.no) (formerly NSD) assess and provide a recommendation regarding approval for the use of personal data in research.
   • The Regional Committees for Medical and Health Research Ethics (REK) (rekportalen.no) conduct an ethical review of medical and health research. REK grants exemptions from the duty of confidentiality for other research involving health information. These projects must also be assessed by Sikt’s Data Protection Services (formerly NSD). If changes occur during the project, a separate application must be submitted to REK. REK assesses changes to the project’s purpose, methods, timeline, or organization, as well as changes that are significant for the project’s soundness and the safety, welfare, and integrity of research participants.
   • Animals | The Norwegian Food Safety Authority must approve all research that uses animals in experiments.

   Unsure which approvals your research project requires? Contact the R&D administration at your faculty/centre.

7. 7. Register the project in the National Knowledge Archive (NVA)

   The project manager is encouraged to register the project in the National Knowledge Archive (NVA) (oslomet.no). Registering the project helps ensure that the project and its associated research outputs are properly documented and made visible at the national level. NVA provides a common structure for linking projects, publications, and funding sources, and supports the principles of open research and reproducibility. In addition, it contributes to mapping OsloMet’s project portfolio.

   For projects funded by the Research Council of Norway, it may be particularly relevant to register the project in NVA, as the Research Council uses data from NVA in the follow-up and evaluation of funded projects, including by retrieving information on publications and results linked to their funding. Registering the project can also make reporting more efficient and ensure that results are included in the Research Council’s statistical and knowledge base.

   For projects funded by the EU, it is also useful to register publications under the correct project code, since it is possible to import these, via OpenAIRE, into the EU’s reporting system (Sygma).

8. 8. Saving project documentation

   It is important to store documentation related to the project, as these materials form the basis for the project’s formal, legal, and financial framework. Such documentation is necessary to ensure traceability, proper use of funds, clear allocation of responsibilities, and compliance with requirements from the funder, as well as the Archives Act (Arkivlova) (lovdata.no), which applies to all public entities. Good documentation reduces risk when key personnel are replaced and is essential for reporting, audits, or any subsequent disputes.

   Documents that may be important to retain include:

   • Contracts and collaboration agreements, and any amendments that may occur during the project
   • The budget and any supporting documentation necessary to understand the budget
   • Reports and any underlying reporting materials, e.g., interim or final reports to the funder
   • Other project-related documents, e.g., the project description itself, non-disclosure agreements, applications to REK, etc.
   • Data management plans
   • Research data

   It should be clarified early in the project where this documentation will be stored, who is responsible for archiving, and how access and version control will be handled, so that the documents remain easily accessible, secure, and up to date throughout the project period. At OsloMet, there are procedures for archiving project documentation (in norwegian only), and more information is available about OsloMet’s project archive (oslomet.no).

   Research data must be handled and archived in accordance with the Archives Act and associated regulations. This ensures that documentation of the research is preserved, accessible, and verifiable over time. For questions related to research data management, contact the research data management support team at OsloMet.

    

9. 9. Managing the project

   Governance structure

   A clear and appropriate governance structure is essential for the effective implementation of a research project, especially in projects with external funding and multiple partners. A good structure contributes to clear lines of responsibility, efficient progress, and good information flow in the project.

   The project manager or coordinator has overall responsibility for both the academic and administrative implementation of the project. This includes ensuring that the project reaches its goals, that deliverables are carried out according to plan, and that requirements from the funder and partners are followed up. At the same time, in larger projects it is advisable to delegate responsibility for parts of the work.

   Most projects of a certain size are therefore divided into work packages or sub‑projects, each with its own work package leader. The project manager can delegate academic and operational responsibility to these leaders, so that each work package leader is responsible for planning, implementation, and follow‑up of activities within their area. Work package leaders should also report regularly to the project manager on progress, results, and any deviations.

   Such a structure, with clear role definitions and robust reporting lines, provides the project manager with a better basis for holistic management and helps ensure that the project is carried out efficiently and in line with objectives and requirements.

   Operational steering group

   In many R&D projects, the project manager and the work package leaders constitute the operational steering group. This group is responsible for the day‑to‑day and academic leadership of the project and must ensure progress, quality, and goal attainment.

   Key responsibilities:

   • Coordination between work packages/sub‑projects
   • Follow‑up of schedule, budget, and deliverables
   • Handling of risks and deviations
   • Preparation of decisions and reporting to the funder
   • Ensuring internal anchoring and communication

   The project manager has overall responsibility and serves as a link between the project, institutional leadership, and the funder.

   Meeting structure

   A predictable meeting structure is central to effective management:

   • Regular meetings of the operational steering group, often every 1–2 months
   • Work package meetings as needed, led by the work package leader
   • Annual or semi‑annual status meetings with all partners
   • Extraordinary meetings at critical decision points or in the event of deviations

   Meetings should have clear agendas, decision points, and minutes that document responsibilities and follow‑up.

   Decision‑making structure

   Decision‑making authority in the project must be clearly defined:

   • Operational decisions are normally made by the project manager in consultation with the work package leaders
   • Major scientific or financial changes may require endorsement by the project owner, host institution, or funder
   • Changes to the project description, budget, or consortium follow the funder’s formal procedures

   A clear division of roles and responsibilities reduces the risk of delays and conflicts.

   Advisory board

   Many projects establish an advisory board (scientific advisory board, reference group, or user panel). This is an advisory body without decision‑making authority that can contribute:

   • Academic quality assurance
   • Strategic input
   • Relevance for society, industry, or the public sector
   • An international perspective

   Such a board typically meets once a year or at key milestones and provides recommendations to the project leadership.

   Collaboration with partners outside the HE sector

   Projects with partners from industry, the public sector, or non‑profit organizations place particular demands on governance:

   • Clear role definitions and expectations, often regulated through a consortium agreement
   • An adapted meeting structure (e.g., fewer but more decision‑oriented meetings)
   • Awareness of different time horizons, incentives, and decision‑making processes
   • Clear procedures for intellectual property, data management, and dissemination

   Involving external partners in governing or reference groups can strengthen relevance and impact, but should be balanced against the need for effective project management. It is important to ensure that individuals with the appropriate level of authority participate in the forums where decisions are made, especially on matters concerning finances and resource use. In practice, responsibility for decisions and responsibility for implementation may rest with different people.

   Project management tools

   To ensure good, ongoing communication and to consolidate communication in one place, it may be wise to adopt a project management tool. Such tools can be used to communicate with partners at other institutions. OsloMet offers access to certain project management tools.

10. 10. Project financial management

    Good management of project finances is crucial to ensure efficient use of resources, compliance with requirements, and achievement of objectives in research and development projects. This entails planning, follow‑up, and reporting of income and costs throughout the project’s lifetime. At OsloMet, grant‑ and contract‑funded projects must be managed in accordance with applicable regulations, as described in the regulations for grant‑ and contract‑funded activities (in norwegian only). These provide the framework and guidelines for responsibilities, roles, and financial follow‑up.

    Disbursement, revenue recognition, and use of funds in R&D projects

    To understand how much funding you actually have available in the project budget, it is important to distinguish between how funds are disbursed and how they are recognized as income and used.

    Depending on the funder and project type, funds may be:

    • paid as an advance, where all or part of the grant is received early in the project period
    • paid in arrears, based on reported activity and approved costs (ensure that agreements with partners follow the overarching arrangement; i.e., if the funder pays us in arrears, we are not permitted to pay advances to partners)
    • paid in instalments, tied to milestones or periodic reporting

    Disbursement is primarily a liquidity matter—it ensures the project has cash available to carry out planned activities. However, even if funds have been disbursed and are in the account, they cannot be recognized as income in the accounts until they are used in line with the project’s plans. Income is normally recognized on a rolling basis, in step with:

    • actually incurred, eligible costs
    • execution of activities as described in the project plan
    • deliverables and progress that can be documented to the funder

    This is often referred to as accrual (matching), meaning that income is recognized in the same period as the costs are incurred.

    It is worth noting that even if the project has received disbursements, this does not mean the money can be used freely. The funds are:

    • tied to the purposes, activities, and work packages in the project description
    • subject to rules on eligible costs
    • contingent on planned deliverables actually being carried out

    Use of funds presupposes that the project delivers in accordance with the agreement with the funder. If funds are not used as stipulated, this may lead to demands for repayment or reductions in later disbursements. Therefore, all significant changes must be clarified with the funder before they are implemented.

    Good project management therefore requires a tight linkage between scientific progress, financial follow‑up, and reporting, which in turn requires close and continuous collaboration between the project manager, R&D, and finance.

    Making purchases with project funds

    Everyone making purchases at OsloMet must follow the Public Procurement Act and regulations, OsloMet’s framework agreements, procedures, etc. This also applies to externally funded projects. Contact the finance unit at your faculty/centre if you have questions related to procurement and ordering. You can also find information on procurement and ordering at OsloMet on the webpages.

    There are specific rules related to the purchase of research and development services. All equipment purchased by the project is the property of OsloMet.

11. 11. Following up on contractual obligations

    If you are the coordinator of a project, you are responsible for following up on the contractual obligations on behalf of the consortium. If you are a partner in a project, you should contact the coordinator if you have questions about the follow-up of contractual obligations.

    Changes in the project

    It is natural for changes to arise during a project. Minor adjustments can often be made without amending the contract, while larger or more significant changes may require approval from the funder, partners, or relevant approving authorities.

    When considering a change, you should always assess whether it affects the project’s purpose, methodology, organization, timeline, budget, or data handling. Changes that affect these aspects, or the project’s ethical and legal framework, must as a rule be reported and, if necessary, approved before they are implemented. If you are unsure whether a change is material, you should clarify this with project finance or research support.

    Follow-up of changes in the project:

    • Determine whether the change must be reported to or approved by the funder.
    • Assess the need for a budget revision.
    • Consider whether the changes require updated consent from project participants.
    • Changes related to data protection, or that otherwise affect the basis for Sikt’s assessment, must be reported via the change form at sikt.no (sikt.no).
    • For projects approved by REK (rekportalen.no), approval must be sought for significant changes to purpose, methodology, timeline, or organization, or for matters that affect participants’ safety and rights. In some cases, the changes may be so extensive that a new prior approval is required.
    • For clinical studies: update recruitment status as needed.

    Good and early handling of changes helps ensure that the project is conducted in line with applicable regulations and the agreed framework.

12. 12. Progress reporting

    In R&D projects, it is often required to report on progress during the project. The project manager is responsible for this, but an R&D adviser/financial adviser can assist. Such reports may consist of two parts—a report on the project’s progress itself and one on the finances. The project manager is responsible for preparing the progress report and must ensure that the necessary information is obtained from any partners. The financial report is prepared on the basis of costs recorded in the accounting system. The project manager can get help from the finance unit at their faculty/centre to retrieve this type of information.

13. 13. Process and store data

    Research data are a central part of all research, whether they consist of numbers, text, images, or other types of material collected or produced during a project. Good management of these data is crucial for quality, reproducibility, and the reuse of research results.

    Research data management covers the entire lifecycle of the data—from planning and collection to documentation, storage, sharing, and archiving. Through systematic and responsible management, data are kept well organized, understandable, and accessible where possible, while safeguarding privacy, ethics, and security.

    Good research data management facilitates openness and collaboration, making it easier for others to verify and build on the research. This contributes to higher quality, better use of resources, and greater societal benefit from the research.

    OsloMet has a dedicated research data management team with expertise from IT and the University Library that covers all aspects of data management.

    • Support for research data management
    • Storage of research data: electronic processing
    • Storage of research data: physical processing
    • Storage guide
    • Processing audio files in research
    • Processing video recordings in research
    • E-learning on secure processing (3–5 min, go.nanolearning.com) (in norwegian only)
    • Use of AI in data management

14. 14. Adress ethical and security considerations

    As project manager, you have overarching responsibility for ensuring that the project is conducted in line with both research ethics principles and research security requirements. This requires continuous follow-up throughout the entire project lifecycle.

    Research ethics

    You are responsible for ensuring that the project adheres to recognized research ethics standards, which safeguard research participants, affected parties, and society’s trust in research. Ethical assessments must not only be made at the outset but also followed up along the way, especially if changes occur in the project. As project manager, you should help prevent and handle any deviations from good scientific practice and ensure that such cases are reported and handled in accordance with OsloMet’s procedures for addressing possible misconduct. On the research ethics web pages, you will find guidance, guidelines, and information on responsibilities, training, and how cases involving breaches of research ethics standards are handled at the institution.

    Research security

    You are also responsible for safeguarding research security in the project. This includes identifying and managing risks related to the processing of personal data, sensitive information, and knowledge with potential strategic or commercial value. International collaboration may entail specific requirements, for example concerning information security, data protection, and export control. As project manager, you should therefore carry out regular risk assessments, ensure appropriate storage and access control, and be mindful of what can be shared and with whom. You can find more information and guidance on OsloMet’s pages on information security, data protection, and export control.

    Maintaining a conscious focus on both research ethics and research security contributes to the responsible conduct of the project and strengthens the quality and credibility of the research.

15. 15. Disseminate and publish results

    Dissemination of project results is a central part of a successful research project and essential for achieving the intended effect and reach. Many projects have dedicated strategies or work packages for communication with relevant target groups precisely to ensure that results reach audiences and are taken up. It is therefore important to plan how and where results will be published and shared, so that dissemination supports the project’s objectives and maximizes impact.

    Dissemination OsloMet offers a range of resources and services that support researchers in publishing and disseminating research results—from scholarly publishing to broad public communication:

    • Publishing and Open Access: Guidance on publication venues, rights, and how to make your research openly available.
    • Self-archiving: Practical support for making publications available in institutional repositories.
    • Publication fund: Possibility of financial support when publishing in Open Access outlets.
    • Publishing agreements: Overview of current agreements and what they entail for you as a researcher.
    • Rights and publishing strategy: Advice on safeguarding your rights and choosing a publishing strategy that yields the best possible effect.
    • Visibility of research: Tips on search engine optimization, use of researcher profiles, and how to increase the visibility of your publications.

    Support for broader research communication:

    • Advice on making your research relevant and accessible to different target groups, including the media and the general public.
    • Guidance on media relations and how to identify news angles in your own research.
    • Tips for media appearances, such as interviews and TV, including how to sharpen your message and communicate clearly.
    • Use of social media as a channel for dissemination, networking, and dialogue with target groups.
    • Possibility of support from communications advisers for media pitching, articles, and planning of dissemination, as well as creating a website for the project.

    Taken together, these offerings can help you reach audiences with your research, both within academia and in society at large.

    Creating a website for the project

    It is possible to create a project website on OsloMet’s webpages. The website can serve as a channel for sharing information about the project within the organization and with external stakeholders. Contact the web editor at your faculty/centre if you would like to set up a website for the project.

16. 16. Exploitation of results

    When you have been awarded a research project, it is important early on to consider how the results can be utilized and create value beyond the project period. This may involve further research, collaboration with practitioners, innovation, or commercialization of results. OsloMet offers support to help you identify opportunities, develop ideas, and ensure that results are put to use in an appropriate way.

    If your project may lead to new solutions, methods, or products, you can get help to further develop and protect the results, for example through innovation support and advice on ownership and rights. In addition, there may be a need for legal assistance, for example when entering into collaboration agreements, addressing questions of intellectual property rights, or handling data.

    By keeping utilization of results in mind throughout the project, you lay a solid foundation for increased societal benefit, innovation, and continued use of your research.

    Remember that there are many ways to utilize project results—even through more unconventional channels. OsloMet, for example, has a collaboration agreement with Standard Norge (oslomet.no). Standards can make it easier to put new knowledge into use and serve as a bridge between research and practical application.

    Where can you get help?

    • R&D administration at your faculty or centre – your first point of contact for advice and follow-up
    • Innovation support / idea development – help to develop, protect, and realize research results
    • Legal assistance (via the R&D administration) – support for contracts, rights, and agreements
    • The library – support for publishing, Open Access, and increasing visibility
    • Communications department – help with dissemination, media relations, and visibility