Resumen
Since mid 1990s, many large and medium sized business enterprises have implemented off-the-shelf enterprise software packages called enterprise resource planning (ERP) to integrate their business activities like sales, marketing, finance and human resources. ERP systems promise not only information integration but also benefits of reengineering and radically improved business processes. The paradox of this prosody, however, is that many companies reportedly fail to realize many of these benefits while incurring huge cost and schedule overrun. A common source of implementing ERP systems involves management's understanding of its own business. The problem with successful implementation lies in simplifying and modeling the enormous complexity of their business processes. Many ERP systems are notably inflexible with respect to process specification and implementation due to often-deficient information modeling. The article evaluates key aspects involved in suitably designing an information model, leading to a successful implementing of an ERP system in an organization