‘‘(1) Regularly monitor the performance of De-
partment major acquisition programs between acqui-
sition decision events to identify problems with cost, 
performance, or schedule that components may need 
to address to prevent cost overruns, performance 
issues, or schedule delays. 
‘‘(2) Assist the Under Secretary for Manage-
ment in managing the Department’s acquisition pro-
grams, acquisition workforce, and related activities 
of the Department. 
‘‘(3) Conduct oversight of individual acquisition 
programs to implement Department acquisition pro-
gram policy, procedures, and guidance, with a pri-
ority on ensuring the data the office collects and 
maintains from Department components is accurate 
and reliable. 
‘‘(4) Serve as the focal point and coordinator 
for the acquisition life-cycle review process and as 
the executive secretariat for the Department’s Ac-
quisition Review Board. 
‘‘(5) Advise the persons having acquisition deci-
sion authority to— 
‘‘(A) make acquisition decisions consistent 
with all applicable laws; and
‘‘(B) establish clear lines of authority, ac-
countability, and responsibility for acquisition 
decision-making within the Department. 
‘‘(6) Develop standardized certification stand-
ards, in consultation with the Component Acquisi-
tion Executives, for all acquisition program man-
agers. 
‘‘(7) Assess the results of major acquisition pro-
grams’ post-implementation reviews, and identify op-
portunities to improve performance throughout the 
acquisition process. 
‘‘(8) Provide technical support and assistance 
to Department acquisition programs and acquisition 
personnel, and coordinate with the Chief Procure-
ment Officer regarding workforce training and devel-
opment activities. 
‘‘(9) Assist, as appropriate, with the prepara-
tion of the Future Years Homeland Security Pro-
gram, and make such information available to the 
congressional homeland security committees. 
‘‘(10) In coordination with the Component Ac-
quisition Executives, maintain the Master Acquisi-
tion Oversight List, updated quarterly, that shall 
serve as an inventory of all major acquisition pro-
grams and non-major acquisition programs within 
the Department, including for each such program— 
‘‘(A) the component sponsoring the acqui-
sition; 
‘‘(B) the name of the acquisition; 
‘‘(C) the acquisition level as determined by 
the anticipated life-cycle cost of the program 
and other criteria pursuant to the Department- 
level acquisition policy; 
‘‘(D) the acquisition decision authority for 
the acquisition; and 
‘‘(E) the current acquisition phase. 
‘‘(c) RESPONSIBILITIES
OF
COMPONENTS.—Each 
head of a component shall comply with Federal law, the 
Federal Acquisition Regulation, and Department acquisi-
tion management directives established by the Under Sec-
retary for Management. For each major acquisition pro-
gram, each head of a component shall— 
‘‘(1) establish an organizational structure for 
conducting acquisitions within the component, to be 
managed by a Component Acquisition Executive; 
‘‘(2) obtain the resources necessary to operate 
such an organizational structure that are aligned 
with the number, type, size, and complexity of the 
acquisition programs of the component; and
‘‘(3) oversee sustainment of capabilities de-
ployed by major acquisition programs and non-major 
acquisition programs after all planned deployments 
are completed until such capabilities are retired or 
replaced. 
‘‘(d) RESPONSIBILITIES
OF COMPONENT ACQUISI-
TION EXECUTIVES.—Each Component Acquisition Execu-
tive shall— 
‘‘(1) establish and implement policies and guid-
ance for managing and conducting oversight for 
major acquisition programs and non-major acquisi-
tion programs within the component at issue that 
comply with Federal law, the Federal Acquisition 
Regulation, and Department acquisition manage-
ment directives established by the Under Secretary 
for Management; 
‘‘(2) for each major acquisition program— 
‘‘(A) define baseline requirements and doc-
ument changes to such requirements, as appro-
priate; 
‘‘(B) establish a complete life cycle cost es-
timate with supporting documentation that is 
consistent with cost estimating best practices as 
identified by the Comptroller General of the 
United States;
‘‘(C) verify each life cycle cost estimate 
against independent cost estimates or assess-
ments, as appropriate, and reconcile any dif-
ferences; 
‘‘(D) complete a cost-benefit analysis with 
supporting documentation; and 
‘‘(E) develop and maintain a schedule that 
is consistent with scheduling best practices as 
identified by the Comptroller General of the 
United States, including, in appropriate cases, 
an integrated master schedule; 
‘‘(3) ensure that all acquisition program docu-
mentation provided by the component demonstrates 
the knowledge required for successful program exe-
cution prior to final approval and is complete, accu-
rate, timely, and valid; 
‘‘(4) in such cases where it is appropriate, exer-
cise the acquisition decision authority to approve, 
pause, modify (including the rescission of approvals 
of program milestones), or cancel major acquisition 
programs or non-major acquisition programs when 
delegated by the Under Secretary for Management 
pursuant to section 701(d)(3); and 
‘‘(5) review, oversee, and direct activities be-
tween acquisition decision events for major acquisi-