Where does Change Management and Project Failure begin?

Question

I recently came up with a mini argument with my boss about the "failure of the project." Three years later, our project to transfer the codebase to a new platform (a project that I conducted for 1.5 years, but my team headed only a few months) came out live. He, together with the senior manager of both my company and the client (I am one of those terrible consultants that you hear so much about. My participation - Application Outsourcing) announced the project a success. I did not agree, stating that the old presentations I found showed that, compared to the original schedule, deployment delay was best measured in months and could potentially be measured in years. I explained that I know about the failure of the project, as well as the results of studies and statistics on failure rates. He replied,that these are all academic circles, and that not a single project that he led has failed due to the miracles of change / risk management - which seems to boil down to explaining delays and re-evaluating the schedule based on new data.

Perhaps such consulting is different from other projects, but it seems that this is simply a failure, wrapped in a more beautiful name, in order to avoid the stigma of what could not be delivered on time, to the budget or with full functionality. The fact that he explained that my company gave away hours of work for free to complete the project in the maximum budget says a lot.

So I ask you:

• What is change management and how does it apply to a project?
• Where does the “management change” end and the “project failure” begin?

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@ Shog9:
I did not ask about the fault with the consultants, especially since in this case I represent the consultants. I was looking for opinions about when a project should be considered “unsuccessful”, regardless of whether the necessary functionality was implemented.
I am looking for the difference between “this is actually a little more complicated than we thought, and it will be another week”, which I expect is somewhat typical and “project failure” - however you want to identify a failure. Is there any difference? Is this slight slippage rate a statistical “project failure”?

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However, it may still be considered a failure. Post-release implementation guidelines are a good tool to qualify this with your stakeholders (and not just your boss). It would also be useful to realize the realization of benefits in order to see the project impact on the business as a whole outside the black box.