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When creating business capabilities using the AI tools to interpret a diagram, the relationships are created the wrong way around. The L1 capabilities are created as the child of the L2 capabilities. There does not seem to be any way to work around this.I have used other AI tools to interpret the picture, and they all work correctly. I have spoken to several other colleagues who have encountered the same issue.

Our organization has experienced significant growth through acquisitions, leading to a diverse IT landscape. We have multiple sites within the same country using different applications for the same business capabilities. To better manage and streamline our IT environment, we need to capture detailed information about these applications. Specifically, we are looking to gather the following details:Application Ownership: We need to identify who is responsible for each application. This includes understanding who pays the bills, who makes key decisions regarding the application, and who has overall ownership. Application Maintenance: It is crucial to know who is in charge of maintaining each application. This includes not only vendor-provided applications but also the internal administration tasks such as user management, permissions, and monitoring. Application Usage: We want to understand who the end-users of each application are. This will help us in mapping the application usage acros

Hi folks, Just curious as to whether anyone is currently including information on sub-processors for Applications/Vendors in LeanIX based on application reviews etc. If so, have you found value in doing so and what have you found to be the most manageable way to reference these so that they are reportable/searchable if required? Thanks Anthony.

Hi, we would like to set some automation to inform users about a Fact sheet is long time in broken seal status. How to get this information? Is this possible at all, maybe with graphql query?In addition would be nice to have a dashboard to make this information visible (which factsheet is since when in QS broken for example)thx for all the advice!

Hi All - for each new application, we are performing an architecture assessment. We have 9 questions, each with 4 options that are rated 1-4.I’d like to create a calculated field that can get those values from 4 questions and create a calculation what is the total score Is it possible to somehow visually indicate for each answer (with colour etc) that the answer tends to be weak (e.g. not secure) or perfect fit to the landsscape.Is there a possibility to do that in LeanIX?

I have a need to report on factsheet changes. however to use the audit logs, i have to query them factsheet by factsheet which is expensive. So I was looking to find the rev as of a date and get that rev data and compare with current version.Any other suggestions are welcome too

Hola comunidad LeanIX. Existe una metodologia a seguir en la implementación o rollout de LeanIX?De antemano gracias por sus respuestas.Saludos,Carolina González

Hi In my organization, we master applications in ServiceNow where Architects set up an application & multiple teams (Product, Support etc.) enhance the application with relevant details.We are working to pivot to LeanIX where Architects master the application in LeanIX, send the application to ServiceNow & other teams carry on enhancing the application.I am assuming we are not the first one doing such a change. I wish to connect & learn from LeanIX users who have done such a change in the past & if at all this is a good idea!Please share your experience on the journey & any best practices you recommend. ThanksHimanshu

Hello LeanIX Community 👋I’m currently working on Application Portfolio Lifecycle Management (APLM) and one of the most important steps I’ve found is to get the field model right before diving into deeper analysis or tool automation. To begin with - I’m going with below but, at this point I’m underconfident - given the new role. NameApplication StatusApplication TypeBudget OwnerFunctional OwnerBusiness CriticalityDescriptionHosting TypePerson ResponsiblesubtypeLifecycleBusiness CapabilitiesFunction User GroupGeography User GroupFunctional FitStrategic Application TypeTIME ClassificationTIME Classification DescriptionQuestion for the community: Which fields have been the most useful or impactful in your APLM journey? What do you think of above fields - good enough? Are there any fields you started with but later dropped as unnecessary noise? How did you drive cross-team agreement on field definitions? Looking forward to learning from your experiences. 

Hi everyone,as I already mentioned in my personal introduction, I`m a freshman, so I hope that question doesn`t reach to far.Where did you start, as you started with LeanIX (EA)? (I hope the following thoughts narrow down a bit what I mean.)I understood, that you should start with Business Capabilities - which kind of makes sense. In the second step, you connect the application landscape to these business capabilities. Now to the…. First question: I read, that todays approach in EA is more agile (project by project). Means for me, you shouldn`t create that monster map, that shows “all” the dependencies and connections between business and IT. Is that correct?So have you generated your first content by joining a first project (e.g. new application XY) and then iteratively grew your EA by continuing that “process” (project by project by project)? Or have you at least started with the core applications or something similar? Second question:How “deep” your information is defined (by partit

Hello everyone, how are you?!I saw in this post Connecting GraphiQL to PowerBI that it was possible to retrieve inventory information through code in Power Query. I can retrieve some fields, as in the example, but when I try to retrieve custom fields, the code returns errors.Expression.Error: The 'data' field of the record was not found.Details:errors=[List]Has anyone else experienced this? How can I fix it?

Hi everyone,We’re currently undertaking an initiative to review and reclassify our LeanIX inventory. During this process, we’ve identified a number of fact sheets currently classified as Applications that may be more appropriately categorized as IT Components.While we’ve reviewed the definitions provided in the LeanIX documentation, we’d really appreciate hearing from the community:What criteria do you use to distinguish between an Application and an IT Component? Are there any practical examples or decision frameworks you’ve found helpful?Additionally, for those who have gone through a similar reclassification effort:Did you manually create new IT Component fact sheets, or did you find the Export/Import method more efficient? Any lessons learned or pitfalls to avoid?Thanks in advance for your insights and experiences.  

Hi,We are trying to model our applications and I have one question.Let’s say I have a business application named xyz (this name is known all over the company).Inside of this application are embedded applications  (iFrame) ttt and ooo with different provider. We also have 2 “applications” that are part of xyz, but are actually not separate applications. Business and IT are referring to them as applications in xyz (let’s call them qqq and rrr). So for example if there is an incident, they report it under xyz and then they select qqq/rrr. as different teams are responsible for it (from business and IT side), even though are part of the main xyz.To make it more “strange”, part of this xyz application will now be migrate to Salesforce (qqq will migrate to operational CRM and rrr will migrate to marketing CRM).I understand i can model them as child/parent relationship, but Im not really sure if that is correct way to model as specially qqq/rrr are not standalone applications and can not exis

Dear community,We are currently trying to document how our applications are deployed, from a geographical and from a capability perspective. Of our our application factsheet type has a relationship to user groups and to business capabilities.What becomes tricky is that some applications might cover several business capabilities level 2, but not in an identical way (yet) in all locations. I had a quick look at the configuration options and I couldn’t find a way to represent that in leanIX.For example, application A covers business capabilities BC1 , BC2 and BC3, and is deployed in France, Germany, Italy.But A covers BC1, BC2, BC3 in Germany. But only BC1 , BC2 in France. And BC1 in Italy.How would you model that? 

Hi Reaching out to this forum to hear thoughts.A few times I have had LeanIX acknowledge a defect, I am not convinced with the resolution approach. It seems LeanIX add defects to the product backlog along with other product enhancements. This approach doesn’t give more weightage to defects, which I think in wrong. Ideally there should be a separate que for defects.Not sure what has been the experience with other members, happy to hear!ThanksHimanshu  

We track initiatives in LeanIX and currently configure quality seals to expire after three months of inactivity, aligning with our quarterly project reviews. This approach works well for active projects, but we’ve noticed that completed initiatives also lose their quality seals over time. We want to preserve the history of these projects without requiring users to manually maintain seals on inactive or completed initiatives.I’m interested in hearing how other companies handle this situation. Are there best practices for maintaining historical quality seals on completed projects while minimizing unnecessary user intervention?

We want to keep data in a reference system and in LeanIX in synch.  The administrators of the reference system are proficient in powershell, and the easiest path is a powershell script that uses the LeanIX APIs. Does anyone have a powershell script that uses the LeanIX APIs that we could use as a reference model?

Hello to Everyone!I am new to this group, please redirect me to older post if this question has been answered in the past. I am basically trying to consolidate the business capabilities in my SAP LeanIX instance from non-standard capabilities (~380 of them) to standard. Is there a best/smarter way to do it?Thanks!RegardsSouvik 

Hello, I got invited as admin of a LeanIX workspace, but I can’t sign in. It’s my first time using LeanIX.Could I get any help?Thank you.

Hi All, We have a couple of challenges, one of them being that an interface can be both a provider as wel as a consumer at the same time. this is how that works:An application provides a dataset through an interface, this is consumed by another application. That data set is edited in the second application and provided back to application one who then consumes it. At certain points in time that interface also communicates the dataset directly to another interface.Any advice on how to model that would be greatly appreciated. My preferred solution would be to change the multiplicity from Manty to one to Many to Many relationships on provider as well as Consumer interfaces by the way.  

Hey LeanIX team.I create a Transformation such as Change Application Technology. I want to specify a New IT Component that does not already exist, so I type the name and click “+ Create new fact sheet...” in the popup menu, and that results in the fact sheet being created (as expected).If I delete the Transformation then the newly-created fact sheet gets automatically archived. This happened (in a simple test) even if I had added a description to the referenced fact sheet.Creating and then deleting a Transformation that references an existing fact sheet does not cause the referenced fact sheet to be archived (in my test, the existing fact sheet had lots of other data and relationships).Muy question is: What are the rules defining when fact sheets referenced by Transformations are auto-archived as part of deleting the Transformation? e.g. is it related to lifecycle dates or other data on the referenced fact sheet.Thanks

Hello everyone,I have a question about the practical use of Business Capabilities from LeanIX within the context of process modeling in Signavio. My understanding is that Business Capabilities represent the “What” an organization needs to achieve its strategic goals—essentially, the abilities required. Processes, on the other hand, describe the “How” and provide a concrete sequence of activities to implement these capabilities.I’m uncertain about where and how Capabilities can be effectively utilized within a Signavio process model. If a process explains how a Capability is carried out, what added value does integrating the Capability into the process model bring? Should Capabilities be added as a reference to clarify the strategic alignment, or are there other best practices for using Capabilities in process modeling?I would appreciate any recommendations or insights on how others are handling the connection between LeanIX Capabilities and Signavio processes, as well as the benefits t