My company takes in projects from a variety of clients in the region I am in. One of these clients is a firm that kind of competes with us on some things, but in other ways we cooperate. The relationship there is complex. Anyway, I am managing a project where our development group configures and dumps a bunch of stuff onto their server for them. It's actually pretty drab work. It should also be noted that there is a pretty tight timeline on this particular project. We have about 2 weeks from getting the project to deployment.
Before we get the project, I collect the requirements, document the scope in a statement of work, and get it signed by all involved. A week goes by and we start executing the project according to the agreed upon scope. So now we have one week left. We have a meeting this morning and lo-and-behold - he starts trying to add a bunch of features.
What else can I do to ensure that we get as much of the requirements as possible up front? My business unit really isn't in a position to reject work; we could definitely use the business. I should also add that the other guy is pretty new to the job, and comes across as such. He also might have a small-man problem, in that he might be trying to show us all that he's large and in-charge of the project (although this is immaterial to the question).
So here's the question: How do you handle people who obliviously try to add and change scope at the worst possible time in the project life cycle?