I'm afraid it usually doesn't work out that way my friend. In my case, the fact that the leaders are very non-technical* translates to expecting a .NET/SQL Server based enterprise system being developed in a week or two without interviewing stakeholders and users more than once to gather requirements (and some not at all) and the main user being totally resistant to having an automated system at all. So I have to win her over somehow but she has the personality of a wolverine on double espresso.
So, in other words, more difficult scenarios with less time and all these permissions and privileges roadblocks.
*what is very non-technical versus just non-technical? Not being able to learn basic facts despite hearing them half a dozen times, not being able to install Microsoft Office on their home computer (have to call "geek squad"). My boss thinks he's become "quasi-technical" (his description) though. He goes to IT strategic direction meetings as the only IT person. He told our team that he can "speak IT". One of his friends who he hired into our group has a great sense of humor so he said, "Uh, pigeon". No one else got it because I don't think they knew that many years ago pigeon English was what it was called if someone from another country knew a bit of English when they came over to the U.S. My boss didn't get it so he wasn't insulted. This is my first "pointy-haired" boss (Dilbert).