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Traditional BSCs involve internal sharing of goals within organizations while the T5 project scorecard incorporated diverse teams from outside the organization, such as suppliers and contractors. As such, the BAA wanted the T5 to be delivered according to the plan and with precision. The T5, unlike the traditional BSCs passed through a vigorous process of tests and studies of past studies to make sure no errors were made and in case of any problems, solutions could be gotten on time. Moreover, the project used different teams from different organizations with steps being taken to ensure uniformity for the interpretation of the project goals and objectives. As opposed to the other BSCs, the T5 involved expression of ideas, free communication, and partnership involving an agreement between the stakeholders to incorporate a 4-tier approach. Further, the T5 was different for it allowed for accurate measurement and performance monitoring through identification and alignment of the best practices with the quality KPIs as well as non-conformance