This paper presents and discusses findings from a study where the use of enterprise modeling has been empirically investigated in eight combined process change and information technology initiatives. Artifacts, guidelines and tools used in enterprise modeling practice are identified. We identify three types of barriers to enterprise modeling: Challenges, Resistance and Moderators. We compare the way the modeling activities are organized with modeling maturity of different groups of project stakeholders. Our results indicate that the distribution of modeling maturity between project stakeholders affects how the modeling activities are carried out.