Trust between the deliverer and receiver is a necessity when delivering projects using agile project management. Referring to the Manifesto for Agile Software Development, people interaction, collaboration and, willingness to change, are fundamental in agile project management. But is this possible if an assignment, agreement, or firm contract is not written on the basis of trust? This paper discusses how embracing agile methods of working means you embrace uncertainty. It recommends trusting people instead of trying to control uncertainty. It identifies the three dimensions of trust. It then presents two cases in which the same consulting company delivered software to different customers, with two completely different outcomes, even though the projects were led by the same project manager and scrum master. The biggest differences shown in both projects are the project initiation and customer interaction. The conclusion is that the trust built in one of the projects made it a huge success, whereas the other p

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