2013 good design is good business industry frameworks

© 2013 IBM Corporation

Good Design is Good Business (5:50 time mark)

Industry Models Accelerate SoftwareFeatured Speakers: Jim Amsden, STSM, Government Industry Solutions, RationalNick Norris, Rational WW FSS Solution Architect

Roger Snook IBM Software, RationalWorldWide Enablement Leader, Mobile, SOA, Design +1.703.943.1170, [email protected]

© 2013 IBM Corporation2

Enabling Product and Service Innovation | Rational

AgendaGood Design is Good Business - Industry Models Accelerate Software

1. Introductions, Motivation

2. Examples:

• Municipal Reference Model

• Financial Sector Models



Large Government Agency:– Productivity gains from 3 days to 10 minutes

Vendor of SOA-based ERP Applications– 50% reduction in development time and cost for new services

Major Media Company– 30%-50% saving for architects translating to millions in development

savings

Large Telecommunications Service Provider– Invested 68 hours to realize reduction of 1016 hours

Good Design is Good Business!

Major Financial Services firm 30 day tasks now done in 1 day

65% of code automatically generated from the design – uniform and well structured

“RSA allows developers to model a solution utilizing UML, which is usually easily understood by developers as well as business”

“RSA saves development time and time spent on documentation, and enhances understanding of the system being built.”



…And Proven Worldwide Customer

Success

IBM Industry Models Success

Speed, Agility & Flexibility



Blueprinting is a standard approach in Engineering & Construction to

– Manage Complexity

– Mitigate Risk

– Gain Agreement

– Lower Cost of Remanufacturing

Blueprinting (commonly referred as Modeling) for IT Solutions also reduces complexity, risk, costs and helps gain agreement in the development and deployment of IT Solutions.

Models / Blueprints – A valuable asset for engineering projects



Modeling IT solutions reduces organizational and technical complexity

Technical Drivers

ComplianceGovernance

Application Complexity

Organizational DriversTeam Size

Geographical DistributionOrganization Distribution

Documentation and White-boarding Collaborating on whiteboard sketches Spreadsheets, Word Docs

Code + Integrated DocumentationCode + Some Documentation“Code Only”

Informal modeling Presentations and Drawing tools Quick capturing of ideas for analysis Capable of analyzing simple problems

Modeling Leveraging industry standards (UML, BPMN, Architecture

frameworks) to analyze the industry specific complex problems Industry recognized notations Underlying meta-data facilitates easier collaboration on model

dependencies, with automated change propagation. Easy impact analysis reports Simulation for early problem determination

Modeling, Automation, Governance Automated task Execution and code generation

from Model (Model-Driven) Versioning with your standard CM system Extensibility to integrate with automation Ability to enhance with governance



Vision: IBM’s CEO – A Business Motivation Model built with Rational Software Architect – models are NOT limited to just SOLUTIONS!


Municipal Reference Model

An Industry Reference Model for Managing the Business of Government

Jim Amsden ([email protected]), STSM, Government Industry Solutions, Rational



9

The root causes seem very disparate, hard to understand and hard to quantify the impact of with current approaches.

Policy Changes and Regulatory Mandates

Solutions must focus limited resources to address the root cause of challenges and provide long term solutions

Surging demand for services

Continual Service Innovation

Economic Downturn Aging Infrastructure

Reduced Revenues

IT Saturation

Globalization

Differentiation

Transparency, Regulatory Compliance

Shifts from Operational to Strategic IT

Environmental DisastersDevelop

Strategic Plans

Develop and Deliver

Solutions for Outcomes

Govern for the Future



No matter the variable forces at play, often the core issue is the lack of a cohesive and inclusive process

1. Do the right things: through results-based budgeting and policy analysis

2. Do things right: through performance assessment and management aligned with policy initiatives

3. Manage change: for continuous refinement of delivered services through process optimization to deliver the results citizens want at a price they are willing to pay

Careful and proper information management helps you:Careful and proper information management helps you:



MRM can be used in a number of ways to facilitate results-based government

Strategic Planning - Determining results you wish to achieve and the strategies for achieving them

Municipal Business Architecture – Designing the programs and services that deliver the outcomes that address citizens’ needs

Budgeting for Outcomes - Determining the services and service levels that provide the outcomes citizens want at a price they are willing to pay

Performance Management - Assessments of performance indicator actual vs. target values to drive operational improvements and inform future strategic planning activities to close the right performance gaps

Identify opportunities to exploit Information Systems solutions – Define the associated applications, data sources and platform technical architectures in support of the efficient, cost effective realization of municipal services – delivering more with less through IT exploitation

11



An example of an organizing framework is the Municipal Reference Model

12

Government Reference Models Provide: A Common Language and Structure for Describing the business of Government from the

perspective of the citizens it serves

Government Reference Models Provide: A Common Language and Structure for Describing the business of Government from the

perspective of the citizens it serves

CommunityTarget Groups

GovernmentOrganization Units ProgramProgram

ServiceService

ProcessProcess

ResourceResourceProjects

PerformanceIndicators

Accountable

Authorize

Responsible

ExperiencedOutcome

Accountable

Output

Administers

Implemented By

Consumes

AssessTransit

ion



Program Public Health

Target Group Municipal Residents and visitors

Need Health

Outcome Improved Health (How to measure? Can we define this more precisely?)

Service 1 Service 2

Service Food Premise Inspection H1N1 Immunization

Service Output Inspection Report (permission to continue operation)

Immunization

Direct Client Food premise owner / operator Resident (H1N1 at-risk) receiving immunization

Indirect Client Food premise patron Others in the community (residents and visitors)

Service Value Reduced illness resulting from improper food preparation

Reduced illness resulting from fewer residents contracting H1N1

Process Schedule inspection, conduct inspection, produce report, schedule follow-up

Establish clinic, prepare public communication, operate clinic, decommission clinic

Example: Public health programs and services



Manage your Municipal Business Architecture Gives municipalities the means to create a standard business model of their

municipality, and apply it to produce better business and IT plans and results!

– Based on a proven common language, usable by all stakeholders

– Can be tailored in scope and level of detail to the size, needs and capabilities of your organization

– Backed by a community of your peers providing governance, support, comparisons and best practices

– Includes tools, training and support

14

Your “Live”

BusinessModel

OrganizationImprovements

Information& AutomationImprovements

Task & JobImprovements

Process& Quality

Improvements

Leadership &Management

Improvements

Resource & Financing

Improvements

Strategy& Policy

Improvements

Customize & ExtendMRM

ReferenceModel

Transition InitiativesTo-be

MunicipalModel



Government by design allows you to address pressing concerns in an open, transparent, and effective manner

Citizen centered prioritizationCitizen centered prioritization Cost-cutting optimizationCost-cutting optimization

Government AccountabilityGovernment Accountability Results-Based PlanningResults-Based Planning

Evaluate investments against the priorities of citizens, communities and businesses in order to maximize value while minimizing trade-offs

Evaluate investments against the priorities of citizens, communities and businesses in order to maximize value while minimizing trade-offs

Manage, monitor, analyze and report on key initiatives and the value created for constituents and stakeholders, drive measurable outcomes

Manage, monitor, analyze and report on key initiatives and the value created for constituents and stakeholders, drive measurable outcomes

Meet cost-cutting targets by re-evaluating existing investments and projects based on performance, budgets, and public popularity

Meet cost-cutting targets by re-evaluating existing investments and projects based on performance, budgets, and public popularity

Provide a clear and visual illustration of the selection process, the decision criteria, and the trade-offs needed to balance supply-side strategic goals with demand-side citizen needs,

Provide a clear and visual illustration of the selection process, the decision criteria, and the trade-offs needed to balance supply-side strategic goals with demand-side citizen needs,

Make the right decisions for the right reasons, and at the right time with appropriate support and backing. Make the right decisions for the right reasons, and at the right time with appropriate support and backing.



Benefits

Manage uncertainty of budget estimates

Provide accurate, timely, stable information to inform the process

Effective service evaluation criteria

Document services and service levels

Objective, quantified prioritization and tradeoff analysis

Communicate results to all stakeholders

Relevant performance indicators and levels

Performance assessments drive operational efficiency and future plans

Leverage experience of others to improve and compete

Iterate to refine plans

More equitable public spending

Higher quality of life

Increased satisfaction of core needs

Greater government transparency and accountability

Increased levels of public participation

Informed citizens for a more democratic process

To Government Organizations: To Citizens:


Accelerating Transformation Projects with IBM’s Banking Industry Models

Nick Norris, Rational WW FSS Solution Architect



Banking BPM & SOA Models Overview

Agenda

4

5

IBM Industry Models Overview

Banking BPM & SOA Models - Worked Example

Value Proposition & Customer Stories

Modeling within a broader Application Lifecycle Management context



Banking Industry Models Overview

Data Model used provides a structured data dictionary that defines the business terms and phrases used within a given industry

IBM IndustryData Model

Process Models provide pre-defined analysis-level processes, used to ensure consistency and reuse of processes and activities within the Financial Institution

IBM IndustryProcess Models

Service Models provide the pre-defined analysis and design level structures to enable more consistency and reuse in the creation of Services

IBM IndustryService Models

Open platform

Industry expertise

Business structured

Easily customized

Standards compliant

Integrated tooling

Key Capabilities

Enables business users to easily scope and customize their own requirements

Facilitates step-by-step business focused development and roll-out

Delivers regularly updated business, technical and regulatory content

Creates open technology platform for any application or integration solution

Manages definitions and standards in complex IT environments

Key Value Propositions



Improved efficiency and

cost reduction

Improved customer

experience

Agile & flexible models that are

easily extendable

BPM & SOA project

accelerator

Improved regulatory compliance

Aligned with industry

standards

STRATEGY•501 business functions•202 business components

BPM•530 business processes•2050 business activities•3000 business events

SOA•600 Use Cases•41 Components•348 Interfaces•3998 Operations

Banking BPM & SOA Model Metrics



Trade Finance

Savings, Investments and Deposits

Cash Management

Corporate Actions

Trade Processing

Best Execution / MiFID

Regulatory & Compliance

Card Products Administration

Product & Marketing

Management

Consumer Lending

Commercial Lending

Mortgages Payments

Commercial Lending

Sales & Relationship Management

KYC/Account Opening

Wealth Management

Asset & Liability Management

Banking BPM & SOA Model Content



Overall tooling landscape for Models

Design-Time Repositories

BPM Repository

IBM Business Process Manager

PD

Blueworks Live

Rational Team Concert SCM

Service Models

ServiceDesign Model

Interface Design Model

Business ObjectModel

SupportiveContent

OrchestrationProcess

Model

AnalysisProcessModel

Process Models

Business Terms

Vocabulary

Process Designer

Metadata Server

Infosphere Business Glossary

Run-Time Repositories

WSRR

RationalSoftwareArchitect



Apply AML Policy

23

Fulfill & ActivateActivateOfferProposal

4 Refine Class Model, to support the logical data

6Analyze &

Modify Collaboration

Diagram

7

Refine Class Model, to support the physical data

I1 I2 I3 I4 I5

PackagedApplication

ServiceComponent

1

ServiceComponent

2

5 Analyze & Modify Service Components & Interfaces

CustomApplication

1 Analyze & Modify Process

Apply KYC Policy

Administer Operational

Risk

Administer Credit Risk

Comprehensive SOA templates that accelerate straight through processing efficiency…

Summary Steps for customizing BPM & SOA Models

3 Analyze & ModifyUse Cases

Apply AML Policy

Input Data A Input Data B

Output Data C

2 Identify AutomatableTasks



IDENTIFICATION OF PROJECT SCOPE

SCOPING OF BUSINESS PROCESSES

PROCESS ANALYSIS

SERVICE ANALYSIS

SERVICE DESIGN

PROCESS DESIGN

PROCESS IMPLEMENTATION

SERVICE IMPLEMENTATION

Step 4 – Model Driven Development ExampleClear traceability between automated business process requirements and downstream SOA IT analysis representation using UML methodologies

Apply KYC Policy

Comprehensive SOA templates that accelerate straight through processing efficiency…



Step 5 – Model Driven Development ExampleClear traceability between automated business process requirements and downstream SOA IT design representation using UML methodologies…

IDENTIFICATION OF PROJECT SCOPE

SCOPING OF BUSINESS PROCESSES

PROCESS ANALYSIS

SERVICE ANALYSIS

SERVICE DESIGN

PROCESS DESIGN

PROCESS IMPLEMENTATION

SERVICE IMPLEMENTATION

Apply KYC Policy



APM (RSA)

Process Identified

Initial Scope of Data

Process customized to meet requirements



BOM

Define Capabilities and ensure operations are mapped back to APM for the Activity/Process they are representing as a Candidate Service

Define Inputs/Output Types – extending class model for attribution needs - ensure data is consistent with process flow



IDM

Start defining Transfer Objects and mapping back to IDM – TO’s give complete control over message creation (ability to control Message Size)

Flow BOM Changes into IDM



SDM

Define the parameters for the services – their types are the TO’s defined in the IDM

Define the Services



Creating the OPM

Having started in the APM and modelling down to the SDM – the Orchestration Process (OPM) Model Can be created

"Industry Models > Migrate..." menu, choose "Transform Banking APM to OPM":

Select project with customized APM, BOM and service design models:

Select target project. You can choose the source project as the target or a separate project



OPM

The Provide Arrangement Proposal process and associated artefacts (sub-processes, Wsdl + XSDs) can now be exported to IBM BPM



Benefits of a Model Driven Approach

Accelerate Time to Value– 30 to 40 percent decrease in time spent in the modelling phase

– 20 to 25 percent decrease in the time spent in the design phase

– 15 percent decrease in the time spent in the deployment phase

Improve Productivity – An average of a 70 percent increase in developer productivity (sixty seven percent of the respondents said that their

developer productivity increased as a result of using the Models)

Reduce Costs– Cost savings extending from 5 percent to greater than 25 percent (75 percent of respondents reported that use of the

Models helped decrease costs)

– Many companies observed that cost savings would increase as the team became more familiar with the Models and used them on multiple initiatives

Strengthen Business/Technology Linkage– Use of the Models helped to directly align with business needs

Improve Operational Efficiency and Effectiveness– Models help identify and eliminate duplications of processing across line of business silos

Source: Hurwitz & Associates reviewed IBM’s approach to leveraging data models. In-depth interviews with customers of IBM’s Insurance and Banking Data Models provided the basis for this research. The companies interviewed found these tangible and business benefits. Source: Hurwitz & Associates reviewed IBM’s approach to leveraging data models. In-depth interviews with customers of IBM’s Insurance and Banking Data Models provided the basis for this research. The companies interviewed found these tangible and business benefits.



Top Drivers for Deploying Models

2.8 2.9 3 3.1 3.2 3.3 3.4

Business process reuse

New SOA architecture

Core system(s) needed modernization

Reduce time to market

Integrate systems more effectively

SOA front end/ flexibility and agility

Streamline business processes

Score (1-4)Source: Hurwitz & Associates(n=10)

Drivers for deploying IBM’s Information Framework Process and Service Models



Value of a model driven approach to development

0

10

20

30

40

50

60

70

80

90

100

Pro

ject

Ma

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ent

Re

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ents

Gat

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Pro

ces

s A

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is

Us

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Se

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De

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Pro

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ing

Te

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De

bu

g &

Co

de

Fix

De

plo

ym

ent

Standard

IFW based

Phase Reduction*

Requirements gathering - pre-existing models focus the requirements discussion and facilitate scope refinement

20%

Process analysis - starts in modification rather than creation mode

40%

Use case analysis - benefits from requirements being drafted using IFW

50%

Services design - benefits from completeness & accuracy, many ‘mechanical’ decisions

50%

Implementation - partial generation, completeness, accuracy

20%

Debug - clear formal requirements obtained early on

20%

Deployment 10%

*These are estimates calculated by IBM Industry Models & Assets Lab clients from post implementation audits conducted in Tier 1 IFW banking model users

Value grows exponentially in the future as opportunities for reuse are identified



Challenge

• Business / IT alignment – challenge aligning goals of both organizations

• Duplication – resulting from each business unit defining and developing requirements independently

• Complexity – in IT portfolio, as well as complexity to end users and customers

• Cost – driven from duplication and complexity

• Lack of agility – to: drive common processes across products and

channels eliminating variance leverage assets to realize time and cost savings in

automation projects

• Purchased models in 2006

• IBM Foundation, Process and Service Models

23% reduction in project costs and time to deliver - objective is to reach 41% savings

Improved project scope – US$24M cost saving and 72% of initial project scope

Improved business requirement – 80% reduction in change control and US$575k save over traditional requirements gathering on credit card project

Business process re-use – US$16MM in technology re-use; 20% – 80% effort saved; eliminated 33% – 44% of cross channel and product variance

91% of executive enterprise architecture council members have started business architecture

Solution

Wells Fargo - Wachovia

Business Benefits

APPROVED FOR EXTERNAL USE



Challenge

• Inconsistency in analyzing business capabilities, business processes, and application functions

• Lack of agility of business to respond to market opportunities and compliance and regulatory requirements

• Challenge controlling costs through rationalization of product and application portfolios

• Difficult to rationalize and integrate new capabilities, products and customers during mergers and acquisitions

• Difficult transition from business strategy to execution

• Using Models in a ‘progressive transformation’ approach to deliver ROI


Enabled consistent methodology for strategy, business and IT analysis

Drove a disciplined approach to operational planning and execution across the enterprise

Improved business / IT alignment based on common business language

Increased re-use which promotes process and operational efficiency

Improved scalability in terms of one component serving the needs of many

Context:

140 implemented services in total

E-Commerce Project: 98 service operations and 18 service interfaces implemented

Countrywide Merger: 44 service operations and 18 service interfaces implemented

Solution

Bank of America

Business Benefits




Challenge

• Inconsistency in analyzing business capabilities, business processes, and application functions

• Lack of Scoping Mechanism for projects being managed across the Group

•Lack of Standardization across projects impacting on consistency and quality of project deliverables

•Challenge controlling costs through rationalization of product and application portfolios

• Difficult transition from business strategy to execution


Solution Accelerator – Time and cost benefit to managing projects

Scoping Change – consistent mechanism to scoping business and IT projects and provides a framework for managing change

Standardization, Consistency and Quality – Consistent language within and across projects

Knowledge Transfer – Change and/or direction is consistently communicated and understood

Impact Analysis - Change across the Group can be clearly assessed and communicated

Enterprise Reference Model – Enterprise knowledge and direction classification

Service Models used as an input to the Internet Banking solution and as foundation of channel architecture

Solution

Lloyds Banking Group

Business Benefits




Challenge

• Ineffective infrastructure - Similar business processes supported by many different developed applications, all requiring support and SOX controls

• Lack of agility for the business to respond flexibly and quickly to internal and external changes

• High running costs for both business and IT, including very high project costs to enable changes

• Difficult to manage / control processes – lack of a comprehensive and transparent method of documentation

• Inability to continuously improve the products, and the efficiency and competitiveness of the processes to keep pace with the competition

• Models adopted as part of the BPM Global Corporate Methodology and ‘One Bank’ strategy

Decreased process change time to < 1 month

Achieved productivity benefits in requirements gathering, planning and analysis phases

Ensured consistency and coordination with standard repeatable, flexible processes

Enabled transparent ownership and accountability - SoX Compliant

Created a culture of collaboration, leverage and re-use as part of ‘One Bank’ strategy

Improved products and services supplied to internal and external customers

Improved understanding and communication and accuracy in requirements definition

Context: 35 projects have been executed based on BPM methodology delivered on schedule

Solution

ABN - Amro

Business Benefits




Challenge

• Standardization – inability to drive standardization and eliminate duplication

• Project execution – challenges in implementing a project and estimating the time and resources required

• Scalability – challenges in terms of scaling to a factory approach once the first project was delivered

• Maintainability, challenges in terms of governance of projects

• Cost / Inefficiency – Expensive human resources compensate for what IT hasn’t solved, switching screens throughout a process and re-entering same data.

• Current approach made multi-channel impossible

Achieved a 20% time / cost benefit based on initial business lending project

Developed a common ground for cross domain and cross country harmonization

Enforced consistency, eliminated duplication and aligned business and IT projects

Intellectual property contained in process model exceeded expectations in terms of accelerator value

Context:

ING identified 23 processes required to support business lending project

Proof of concept around loan origination successfully delivered

Solution

ING

Business Benefits


• Models successfully adopted on initial proof of concept lending project



RRC

Rational Software Architect

Overall Tooling Landscape – Separate Process and Services Activities

Value Chains

Business Object Model

Interface Design Model

Business Process Manager

Rational Team

Concert

Assumed Tooling Landscape, to be used as underpinning for overall CoE environment

BlueWorks Live

Discovered Processes

Requirements

Run Time environments

Via URL link

Integrated task tracking, source control and planning

Asset Management Rational Asset Manager

Deployed Services

Service Library

Process Server

Process designer & Integration Designer

Subset of OPM

Modeling Environments

BP

MN

20

Exp

orts

Deployed Process Applications

Service Design Model

Manual link or Via URL link

Discovered Processes

Lifecycle Mgt Environment

Analysis Process Model

Orchestration Process ModelSubset of

APM

APM/OPM only in RSA for initial population to BPM



RTC

Lifecycle Management – Requirements & Planning (RRC, RTC)

Life

cycl

e M

gt T

oolin

g

RRC

Requirements

3

1. Requirements are organized in RRC according to Value Chain structure in Industry Models

2. Requirements are developed and written up in RRC3. When requirements are analysed and approved, Development Plans

are created in RTC, with traceability back to the Requirements4. Test Plans should be developed at this time in RQM (see later)

RTC Development

Plan

Development Stories

1

2



Lifecycle Management and Model Artifacts – RSA & RTC

Mod

el T

oolin

gLi

fecy

cle

Mgt

Too

ling

RTC

RS

A

RTC Development Plan

Dev Stream

Development Story

SERVICE DESIGN

Jazz Source Control

SDM

SDM

IDM

IDM

1

2

3

4

1. Stories and Tasks are created on plan2. Modelers check out stream into a

repository workspace3. Changes to models in RSA generate

Change Sets for RTC4. Plan tasks are associated with Change

Sets, all delivery to stream is traceable



Lifecycle Management – Building & Test (RSA, RTC & RQM)

Mod

el T

oolin

gLi

fecy

cle

Mgt

Too

ling

RRC

RQM

RS

A

Test Plans

SDMIDM

TstAnalysis

TstSvcDsgn

TstPrcDsgn

TstSvcImpl

Requirements

RTC

RTC Builds

Build

12

3

4

1. RTC Build publishes a version of the models - visible across tools

2. A Test phase is planned in RTC and executed in RQM

3. Test Execution Records are linked to an RTC build

4. Execution records link to an iteration in the RTC plan, and can be linked to the Test task



Link

URL Link

BPMN 2 import

Link

44

DEPLOYMENT

SERVICEDESIGN

PROCESSIMPLEMENTATION

PROCESSDESIGN

PROCESS ANALYSIS

MODEL REPOSITORY

Rational Software Architect

IBMIntegration Designer

IBMBusiness Monitor

Rational Application Developer

WebsphereApplication Server

Checkin/Checkout

UML to WSDL

UML to JAVA

IBM Banking Process and Service Models

IBM Process Server

BUSINESS ANALYST

INTEGRATION DEVELOPER

SERVICEDEVELOPER

SOLUTION ARCHITECT

MODELMANAGER

DEPLOYMENTENGINEER

SERVICEIMPLEMENTATION

Overall model, development and deployment lifecycle with tools

Rational Team Concert

WebsphereService Registry & Repository

Process Designer

BPM Repository

Business GlossaryBlueworks Live

SERVICEANALYSIS



www.ibm.com/software/rational

Roger Snook IBM Software, RationalWorldWide Enablement Leader, +1.703.943.1170, [email protected]

Jim Amsden, STSM, Government Industry Solutions, RationalNick Norris, Rational WW FSS Solution Architect



Good Design is Good Business Webcast series featuring some IBM Distinguished Engineers and thought leaders.

Webcast Title (CLICK to register) - 12:15-1:15PM Dates

The Big Picture (Roger Snook) 2/8/2013

IBM and Design (IBM Director UX Design, Karel Vredenburg) 3/7/2013

SOA - Still Going Strong (IBM Distinguished Engineer, Claus Jensen) 4/4/2013

Design Management: Pictures are Worth….(WW Enablement, Jean-Louis Marechaux) 5/2/2013

DevOps: Design and Deliver Your Production Code Faster (Product Manager, Maneesh Goyal) 6/13/2013

Mobile and Smartphone Apps (Roger Snook) 7/11/2013

Rational Software Architect (Roger Snook) 8/8/2013

Industry Models Accelerate Software (Solution Architect Nick Norris) 9/12/2013

Business Design: SA and RSA (dW author, Steve Arnold) 9/19/2013

Smarter Devices with Model Driven Development (Specialty Architect, Manohar Rao) 10/4/2013

SysML, Industry Compliance (Standards Leader, Irv Badr) 11/14/2013

Rational Rhapsody (Specialty Architect, Manohar Rao) 12/5/2013



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