The feasibility study underlies the remaining phases of the project and the analyses performed result in consequences later on. When not performed properly, the project team might have to go back for clarifications later on, with more alterations and a higher cost as a consequence. Well performed, the feasibility study analyses will facilitate the work during the rest of the project. This study was performed at Volvo IT in Gothenburg, which is a project oriented company. As we started this research we intended to study the result from the feasibility study and the project managers’ opinions about it at the end of the project. During the process though, it turned out that the feasibility study method at Volvo IT, CAMP, was hardly used, even though everyone that we talked to thought so. That made the original problem impossible to study and us interested in the project managers’ opinions about feasibility studies. The fact that the method was believed to be used to a greater extent than it really was, made us consider the phenomenon decoupling and add a theory section about it as well. As we tried to arrange interviews with people that had used CAMP as well as through the interviews conducted, it appeared that the project managers seem to know about CAMP, even though they do not use it. It turned out that feasibility studies were performed, or rather analyses were performed, according to the project manager’s preferences. The performed analyses are similar to the ones included in CAMP, even though they were called something else. It turned out that the decoupling phenomenon was rather topical, since the most important thing seems to be that the feasibility studies are conducted as efficiently as possible, rather than by a certain method.