The discipline-based approaches center on process improvement and quality management (Crosby, 1979; Deming, 1986; Juran, 1988). Process capability is the inherent ability of a process to produce planned results. As the capability of a process increases, it becomes predictable and measurable, and the most significant causes of poor quality and productivity are controlled or eliminated (Curtis, Hefley, and Miller, 2002). Discipline-based approaches are planning-heavy, at times bureaucratic, and subscribe to the belief that methodical requirements, high determination, and exacting analysis documentation result in a high quality software product (Nerur and Balijepally, 2007). The approaches are best exemplified by the Capability Maturity Model (CMM) and the Capability Maturity Model Integrated (CMMI), both of which gained popularity in the 1990s (Ahern et al., 2004). Recent work by Curtis et al. (2002) extends the CMM model by addressing the critical people issues in organizations. Discipline approaches are widely used and have considerable following all over the world (Nerur, Mahapatra, and Mangalaraj, 2005). However, discipline approaches can be bureaucratic, and resource-and time-intensive, especially if the project encounters significant changes in user requirements (Vinekar, Slinkman, and Nerur, 2006).