Quality is an ever-extending goal - the better you are, the better you need to be. The management of the quality process is infinite, and marked only by milestones, never by completion! ITISL Global recognizes that, to fulfill our goal of self-evident quality, we need to constantly improve our deliverables to match the increasing expectations of our customers. With standardization being the key to all growth - professional, personal and financial. ITISL Global reviews all its processes periodically and enhances them regularly.

We implement the Software Quality Assurance (SQA) that addresses the quality assurance needs at every phase of the development cycle. Our QA team has developed a focused quality control checklist. In addition, we also have a comprehensive Quality Testing Checklist which ensures that every solution delivered by ITISL Global measures up to the highest possible international standards.

Our aim is to provide quantifiable and consistent results through automated processes that have been tested over time.

ITISL Global has already taken initiative towards achieving SEI - CMM certification. Read more about ITISL Global's SEI-CMM and SEPG initiatives and it's benefits to Clients.

SEI CMM Initiatives

The Software Engineering Institute (SEI) is a Research and Development organization funded by the US Department of Defense with a charter to advance the practice of Software Engineering.

SEI developed a useful benchmarking process called the Capability Maturity Model (CMM). The CMM consists of a set of criteria to evaluate an organization's software development and maintenance efforts and considers, among other factors, the level to which processes are standardized and followed across an organization. The progression from an immature, unrepeatable software process (SEI-CMMT Level 1) to a mature, well managed software process (SEI-CMMT Level 5) is described in terms of maturity levels in the model.

The SEI Software Capability Maturity Model (CMM) was adopted by ITISL Global as a framework for continuous software-development-process improvement. The use of CMM enables an organization to steadily improve its organization-wide software processes to reap continuous and lasting gains in software-process capability. CMM helps a firm to identify the characteristics of effective software processes, which the firm, in turn, can tailor and apply to its own software processes in accordance with maturity level recommendations.

How can ITISL Global's SEI CMM Level 5 Initiative help your partnership with ITISL Global?

	An optimized and mature software development process
	Predictable deliverables from an overall quality perspective
	Technology Change Management
	Process Change Management
	Defect Prevention

SEPG (Software Engineering Process Group)

Quality is a key factor today in international business competition. And quality, most people would now agree, is not something that added to the product during testing at the end of the development process; it is something everyone owns and is responsible for throughout that process.

One important form of technology receptor group in the ITISL Global is the software engineering process group (SEPG), which focuses on software process improvement. Working with managers and engineers from software development organizations, the process group tracks, screens, installs, and evaluates new methods and technology that can improve the software engineering capability of an organization.

ITISL Global's The software engineering process group is the focal point for process improvement. Composed of line practitioners, who have varied skills, the group is at the center of the collaborative effort of everyone in the organization who is involved with software engineering process improvement.

The Process Improvement Cycle

Software process improvement is a continuous cycle. The following steps are adapted by ITISL Global from the well-known Shewart cycle

	Set expectations
	Assess the current practice.
	Analyze the variance between expectation and practice.
	Propose changes that will reduce the variance and thereby improve the process.
	Plan the integration of the improvements into the existing process and update the process definition. If a formal process definition does not exist, it should be documented now.
	Implement the improvements.
	Perform the process as it is now defined.
	Start over.