There are those who maintain that the single most important factor for process success in construction administration is the level of trust existing between project constituents. Everything else that happens in foxhole society (1), both good and bad, springs from this simple axiom. Every syllable of Lean Construction or Integrated Project Delivery (IPD) jargon is premised upon this time honored tradition of trust. From a process standpoint, the truly exceptional building projects result from robust trust based relationships. It is no more complicated than that.