Specifically, the major cost overrun (of more than three-hundred thousand dollars, or almost twenty percent of the total project cost, and twenty-four percent more than the initial projected cost) and the massive delay in project implementation that extended he project by a month (ten percent of total actual time, and eleven percent of projected time) could be marked as failures in terms of the expected process deliverables. These elemnets are not enough to call the entire project a failure, however; the fact that users are overwhelmingly positive in regards to the new system and that the Ohio Department of Corrections is now deploying the same system for their own organization clearly demonstrate that...

The ultimate goal of the project was to transition to a new email system, and this was accomplished in what was ultimately an affordable and timely manner, despite attaining significantly longer and costing significantly more than initially projected.
Few if any projects or carried out exactly as planned. While deviations should be minimized, they should also be expected. Focusing on the bigger picture, this project was a significant success.