In a past position I was charged with re-vamping an hour and a half orientation for a small non-profit to make it more engaging and have it incorporate elements like knowledge checks and small group discussions. The executive director and I sat down to outline and discuss the key components and the deadline and I began the work shortly thereafter. Going forward we had bi-weekly check-ins where I presented status reports and I had the understanding that a proof-of-concept would be required of me about half-way in. It was at the half-way point, where I furnished the ED with storyboards and content outline, when the ED shared a new vision and expectations with me. These elements were beyond the scope that we had initially discussed and would certainly cause me to miss the deadline and budget targets. The ED wanted to add online material to supplement the face-to-face orientation and she wanted to incorporate a mini-training on a software system that the employees would be required to use on the job. This added so many layers and required more resources–both finance and human. Looking back, I would have drafted a formal MOU and would have deferred to it every time the ED wanted to pile on demands or suggest additions that could not feasibly be completed in the allotted time.