IB 
Union Calendar No. 324 
113TH CONGRESS 
2D SESSION 
H. R. 4228 
[Report No. 113–436] 
To require the Department of Homeland Security to improve discipline, 
accountability, and transparency in acquisition program management. 
IN THE HOUSE OF REPRESENTATIVES 
MARCH 13, 2014 
Mr. DUNCAN of South Carolina (for himself, Mr. MCCAUL, Mr. BARBER, and 
Mr. DAINES) introduced the following bill; which was referred to the 
Committee on Homeland Security 
MAY 6, 2014 
Additional sponsors: Mr. HUDSON, Ms. JACKSON LEE, Mr. O’ROURKE, Mr. 
PEARCE, Mrs. LUMMIS, Mr. FARENTHOLD, Mr. MATHESON, Mr. 
POMPEO, Mr. YOUNG of Indiana, Mr. CARTER, and Mr. BARLETTA 
MAY 6, 2014 
Reported with an amendment, committed to the Committee of the Whole 
House on the State of the Union, and ordered to be printed 
[Strike out all after the enacting clause and insert the part printed in italic] 
[For text of introduced bill, see copy of bill as introduced on March 13, 2014] 
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A BILL 
To require the Department of Homeland Security to improve 
discipline, accountability, and transparency in acquisition 
program management. 
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ment and private sector best practices for acquisitions 
and procurement. 
(2) It is difficult to determine the cost of the De-
partment’s major acquisition programs because the 
Department has not provided consistent, comparable 
updates on an annual basis. As of January 2014, the 
Department identified over 80 major acquisition pro-
grams costing over $300,000,000, and, based on 2011, 
estimates it plans to spend about $170,000,000,000 in 
the future on major acquisition programs. 
(3) Since 2005, the Government Accountability 
Office has placed Department acquisition manage-
ment activities on its ‘‘High-Risk List’’, which identi-
fies Government operations that have greater suscepti-
bility to fraud, waste, abuse, and mismanagement or 
greater need for transformation to address economy, 
efficiency, or effectiveness challenges. 
(4) While the Department has taken actions to 
address some high-risk acquisition program manage-
ment issues, many programs continue to experience 
challenges with funding instability, workforce short-
falls, reliable cost estimates, realistic schedules, 
agreed-upon baseline objectives, and consistent and re-
liable data needed to accurately measure program 
performance. 
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(5) Of the 77 Department major acquisition pro-
grams in 2011, the Government Accountability Office 
identified 42 programs that experienced cost growth, 
schedule slips, or both. The Department reported that 
the magnitude of the cost growth for 16 of the 42 pro-
grams, which increased from almost $20,000,000,000 
to over $50,000,000,000 in 2011, had an aggregate in-
crease of 166 percent. 
(6) In 2012, the Government Accountability Of-
fice found that only 20 of 63 programs had Depart-
ment-approved acquisition program baselines. The 
Government Accountability Office also reported that 
the Department planned to spend more than $105 bil-
lion on programs lacking acquisition program base-
lines. 
SEC. 4. DEFINITIONS. 
(a) IN GENERAL.—In this Act: 
(1) SECRETARY.—The term ‘‘Secretary’’ means 
the Secretary of Homeland Security. 
(2) DEPARTMENT.—The term ‘‘Department’’ 
means the Department of Homeland Security. 
(3) CONGRESSIONAL HOMELAND SECURITY COM-
MITTEES.—The term ‘‘congressional homeland secu-
rity committees’’ means— 
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(A) the Committee on Homeland Security of 
the House of Representatives and the Committee 
on Homeland Security and Governmental Af-
fairs of the Senate; and 
(B) the Committee on Appropriations of the 
House of Representatives and of the Senate. 
(b) ADDITIONAL DEFINITIONS.—In this Act: 
(1) ACQUISITION.—The term ‘‘acquisition’’ has 
the meaning provided in section 131 of title 41, 
United States Code. 
(2) BEST
PRACTICES.—The term ‘‘best prac-
tices’’, with respect to acquisition, means a knowl-
edge-based approach to capability development that 
includes identifying and validating needs; assessing 
alternatives to select the most appropriate solution; 
clearly establishing well-defined requirements; devel-
oping realistic cost assessments and schedules; secur-
ing stable funding that matches resources to require-
ments; demonstrating technology, design, and manu-
facturing maturity; using milestones and exit criteria 
or 
specific 
accomplishments 
that 
demonstrate 
progress; adopting and executing standardized proc-
esses with known success across programs; estab-
lishing an adequate workforce that is qualified and 
sufficient to perform necessary functions; and inte-
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grating these capabilities into the Department’s mis-
sion and business operations. 
(c) AMENDMENTS TO DEFINITIONS IN HOMELAND SE-
CURITY ACT OF 2002.—Section 2 of the Homeland Security 
Act of 2002 is amended— 
(1) by striking ‘‘In this Act,’’ and inserting ‘‘(a) 
IN GENERAL.—In this Act,’’; 
(2) in paragraph (2)— 
(A) by inserting ‘‘(A)’’ after ‘‘(2)’’; and 
(B) by adding at the end the following new 
subparagraph: 
‘‘(B) The term ‘congressional homeland security 
committees’ means— 
‘‘(i) the Committee on Homeland Security 
of the House of Representatives and the Com-
mittee on Homeland Security and Governmental 
Affairs of the Senate; and 
‘‘(ii) the Committee on Appropriations of 
the House of Representatives and of the Senate, 
where appropriate.’’; and 
(3) by adding at the end the following new sub-
section: 
‘‘(b) ACQUISITION-RELATED DEFINITIONS.—In this 
Act, the following definitions apply: 
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‘‘(1) ACQUISITION.—The term ‘acquisition’ has 
the meaning provided in section 131 of title 41, 
United States Code. 
‘‘(2) ACQUISITION
DECISION
AUTHORITY.—The 
term ‘acquisition decision authority’ means the au-
thority, held by the Secretary acting through the Dep-
uty Secretary or Under Secretary for Management— 
‘‘(A) to ensure compliance with Federal 
law, the Federal Acquisition Regulation, and De-
partment acquisition management directives; 
‘‘(B) to review (including approving, halt-
ing, modifying, or cancelling) an acquisition 
program through the life cycle of the program; 
‘‘(C) to ensure that program managers have 
the resources necessary to successfully execute an 
approved acquisition program; and 
‘‘(D) to ensure good program management 
of cost, schedule, risk, and system performance of 
the acquisition, including assessing acquisition 
program baseline breaches and directing any 
corrective action for such breaches. 
‘‘(3) ACQUISITION DECISION EVENT.—The term 
‘acquisition decision event’, with respect to an invest-
ment or acquisition program, means a predetermined 
point within the acquisition phases of the investment 
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or acquisition program at which the investment or 
acquisition program will undergo a review prior to 
commencement of the next phase. 
‘‘(4) ACQUISITION
DECISION
MEMORANDUM.— 
The term ‘acquisition decision memorandum’, with 
respect to an acquisition, means the official acquisi-
tion decision event record that includes a documented 
record of decisions, exit criteria, and assigned actions 
for the acquisition as determined by the person exer-
cising acquisition decision authority for the acquisi-
tion. 
‘‘(5) ACQUISITION
PROGRAM
BASELINE.—The 
term ‘acquisition program baseline’, with respect to 
an acquisition program, means a summary of the 
cost, schedule, and performance parameters, expressed 
in standard, measurable, quantitative terms, which 
must be met in order to accomplish the goals of the 
program. 
‘‘(6) CAPABILITY
DEVELOPMENT
PLAN.—The 
term ‘capability development plan’, with respect to a 
proposed acquisition, means the document that the 
Acquisition Review Board approves for the first ac-
quisition decision event related to validating the need 
of a proposed acquisition. 
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‘‘(7) COMPONENT ACQUISITION EXECUTIVE.—The 
term ‘Component Acquisition Executive’ means the 
senior acquisition official within a Component who is 
designated in writing by the Under Secretary for 
Management, in consultation with the Component 
head, with authority and responsibility for leading a 
process and staff to provide acquisition and program 
management oversight, policy, and guidance to ensure 
that statutory, regulatory, and higher level policy re-
quirements are fulfilled, including compliance with 
Federal law, the Federal Acquisition Regulation, and 
Department acquisition management directives estab-
lished by the Under Secretary for Management. 
‘‘(8) LIFE
CYCLE
COST.—The term ‘life cycle 
cost’, with respect to an acquisition program, means 
all costs associated with research, development, pro-
curement, operation, integrated logistics support, and 
disposal under the program, including supporting in-
frastructure that plans, manages, and executes the 
program over its full life, and costs of common sup-
port items incurred as a result of the program. 
‘‘(9) MAJOR ACQUISITION PROGRAM.—The term 
‘major acquisition program’ means a Department ac-
quisition program that is estimated by the Secretary 
to require an eventual total expenditure of at least 
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$300,000,000 (based on fiscal year 2014 constant dol-
lars) over its life cycle cost.’’. 
TITLE I—ACQUISITION 
AUTHORITIES 
SEC. 101. ACQUISITION AUTHORITIES FOR UNDER SEC-
RETARY FOR MANAGEMENT. 
Section 701 of the Homeland Security Act of 2002 (6 
U.S.C. 341) is amended— 
(1) in subsection (a)(2), by striking ‘‘Procure-
ment’’ and inserting ‘‘Acquisition and procurement’’; 
and 
(2) by adding at the end the following: 
‘‘(d) ACQUISITION
AND
RELATED
RESPONSIBIL-
ITIES.— 
‘‘(1) IN
GENERAL.—Notwithstanding section 
1702(b) of title 41, United States Code, the Under 
Secretary for Management is the Chief Acquisition 
Officer of the Department. As Chief Acquisition Offi-
cer, the Under Secretary shall have the authority and 
perform the functions as specified in section 1702(b) 
of such title, and perform all other functions and re-
sponsibilities delegated by the Secretary or described 
in this subsection. 
‘‘(2) DUTIES AND RESPONSIBILITIES.—In addi-
tion to the authority and functions specified in sec-
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tion 1702(b) of title 41, United States Code, the du-
ties and responsibilities of the Under Secretary for 
Management related to acquisition include the fol-
lowing: 
‘‘(A) Advising the Secretary regarding ac-
quisition management activities, taking into ac-
count risks of failure to achieve cost, schedule, or 
performance parameters, to ensure that the De-
partment achieves its mission through the adop-
tion of widely accepted program management 
best practices and standards. 
‘‘(B) Exercising the acquisition decision au-
thority to approve, halt, modify (including the 
rescission of approvals of program milestones), 
or cancel major acquisition programs, unless the 
Under Secretary delegates the authority to a 
Component Acquisition Executive pursuant to 
paragraph (3). 
‘‘(C) Establishing policies for acquisition 
that implement an approach that takes into ac-
count risks of failure to achieve cost, schedule, or 
performance parameters that all Components of 
the Department shall comply with, including 
outlining relevant authorities for program man-
agers to effectively manage acquisition programs. 
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‘‘(D) Ensuring that each major acquisition 
program has a Department-approved acquisition 
program baseline. 
‘‘(E) Ensuring that the heads of Compo-
nents and Component Acquisition Executives 
comply with Federal law, the Federal Acquisi-
tion Regulation, and Department acquisition 
management directives. 
‘‘(F) Ensuring that grants and financial 
assistance are provided only to individuals and 
organizations 
that 
are 
not 
suspended 
or 
debarred. 
‘‘(G) Distributing guidance throughout the 
Department to ensure that contractors involved 
in acquisitions, particularly companies that ac-
cess the Department’s information systems and 
technologies, adhere to internal cybersecurity 
policies established by the Department of Home-
land Security. 
‘‘(3) DELEGATION OF ACQUISITION DECISION AU-
THORITY.— 
‘‘(A) LEVEL 3 ACQUISITIONS.—The Under 
Secretary for Management may delegate acquisi-
tion decision authority in writing to the relevant 
Component Acquisition Executive for an acquisi-
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tion program that has a life cycle cost estimate 
of less than $300,000,000. 
‘‘(B) LEVEL 2 ACQUISITIONS.—The Under 
Secretary for Management may delegate acquisi-
tion decision authority in writing to the relevant 
Component Acquisition Executive for a major 
acquisition program that has a life cycle cost es-
timate of at least $300,000,000 but not more 
than $1,000,000,000 if all of the following re-
quirements are met: 
‘‘(i) The Component concerned pos-
sesses working policies, processes, and proce-
dures that are consistent with Department- 
level acquisition policy. 
‘‘(ii) The Component Acquisition Exec-
utive has adequate, experienced, dedicated 
program management professional staff 
commensurate with the size of the delegated 
portfolio. 
‘‘(iii) Each major acquisition program 
concerned has written documentation show-
ing that it has a Department-approved ac-
quisition program baseline and it is meet-
ing agreed-upon cost, schedule, and per-
formance thresholds. 
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‘‘(4) EXCLUDED
PARTIES
LIST
SYSTEM
CON-
SULTATION.—The Under Secretary for Management 
shall require that all Department contracting and 
procurement officials consult the Excluded Parties 
List System (or successor system) as maintained by 
the General Services Administration prior to award-
ing a contract or grant or entering into other trans-
actions to ascertain whether the selected contractor is 
excluded from receiving Federal contracts, certain 
subcontracts, and certain types of Federal financial 
and non-financial assistance and benefits. 
‘‘(5) RELATIONSHIP TO UNDER SECRETARY FOR 
SCIENCE
AND
TECHNOLOGY.—Nothing in this sub-
section shall diminish the authority granted to the 
Under Secretary for Science and Technology under 
this Act. The Under Secretary for Management and 
the Under Secretary for Science and Technology shall 
cooperate in matters related to the coordination of ac-
quisitions across the Department so that investments 
of the Directorate of Science and Technology can sup-
port current and future requirements of the Compo-
nents.’’. 
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SEC. 102. ACQUISITION AUTHORITIES FOR CHIEF FINAN-
CIAL OFFICER. 
Section 702 of the Homeland Security Act of 2002 (6 
U.S.C. 342) is amended by adding at the end of subsection 
(b)(2) the following new subparagraph: 
‘‘(J) Notwithstanding section 902 of title 
31, United States Code, provide leadership over 
financial management policy and programs for 
the Department as they relate to the Depart-
ment’s acquisitions programs, in consultation 
with the Under Secretary for Management.’’. 
SEC. 103. ACQUISITION AUTHORITIES FOR CHIEF INFORMA-
TION OFFICER. 
Section 703 of the Homeland Security Act of 2002 (6 
U.S.C. 343) is amended by adding at the end the following 
new subsection: 
‘‘(c) 
ACQUISITION
RESPONSIBILITIES.—Notwith-
standing section 11315 of title 40, United States Code, the 
acquisition responsibilities of the Chief Information Officer, 
in consultation with the Under Secretary for Management, 
shall include the following: 
‘‘(1) Serve as the lead technical authority for in-
formation technology programs and establish depart-
mental information technology priorities, policies, 
processes, standards, guidelines, and procedures. 
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‘‘(2) Oversee the management of the Homeland 
Security Enterprise Architecture and ensure that, be-
fore each acquisition decision event, approved infor-
mation technology acquisitions comply with depart-
mental information technology management processes, 
technical requirements, and the Homeland Security 
Enterprise Architecture, and in any case in which in-
formation technology acquisitions do not comply with 
Departmental management directives, make rec-
ommendations to the Acquisition Review Board re-
garding such noncompliance. 
‘‘(3) Be responsible for providing recommenda-
tions to the Acquisition Review Board established in 
section 836 of this Act on information technology pro-
grams, and be responsible for developing information 
technology acquisition strategic guidance.’’. 
SEC. 104. CHIEF PROCUREMENT OFFICER. 
(a) IN GENERAL.—Title VII of the Homeland Security 
Act of 2002 (6 U.S.C. 341 et seq.) is amended by adding 
at the end the following new section: 
‘‘SEC. 708. CHIEF PROCUREMENT OFFICER. 
‘‘(a) IN GENERAL.—There is a Chief Procurement Of-
ficer of the Department, who shall report directly to the 
Under Secretary for Management. The Chief Procurement 
Officer is the senior procurement executive for purposes of 
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section 1702(c) of title 41, United States Code, and shall 
perform procurement functions as specified in such section. 
The Chief Procurement Officer also shall perform other 
functions and responsibilities set forth in this section and 
as may be assigned by the Under Secretary for Manage-
ment. 
‘‘(b) RESPONSIBILITIES.—The Chief Procurement Offi-
cer shall— 
‘‘(1) exercise leadership and authority to the ex-
tent delegated by the Under Secretary for Manage-
ment over the Department procurement function; 
‘‘(2) issue acquisition regulations and policies; 
‘‘(3) account for the integrity, performance, and 
oversight of Department procurement and contracting 
functions and be responsible for ensuring that a pro-
curement’s contracting strategy and plans are con-
sistent with the intent and direction of the Acquisi-
tion Review Board established in section 836 of this 
Act; 
‘‘(4) serve as the Department’s business advisor 
and main liaison to industry on procurement-related 
issues by providing advice on industry engagement, 
acquisition policy, oversight of the procurement func-
tion, and development of the acquisition workforce; 
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‘‘(5) oversee a centralized certification and train-
ing program, in consultation with the Under Sec-
retary for Management, for the entire Department ac-
quisition workforce while using, to the greatest extent 
practicable, best practices and acquisitions training 
opportunities already in existence within the Federal 
Government, the private sector, or universities and 
colleges, as appropriate, and including training on 
how best to identify actions that warrant referrals for 
suspension or debarment; 
‘‘(6) delegate or retain contracting authority, as 
appropriate, except as provided in section 701(d)(3) 
of this Act; 
‘‘(7) participate in the selection, and periodic 
performance review, of the head of each contracting 
activity within the Department; 
‘‘(8) collect baseline data and establish perform-
ance measures on the impact of strategic sourcing ini-
tiatives on the private sector, including, in par-
ticular, small businesses; and 
‘‘(9) ensure that a fair proportion (as defined 
pursuant to the Small Business Act (15 U.S.C. 631 
et seq.)) of Federal contract and subcontract dollars 
are awarded to small businesses, maximize opportuni-
ties for small business participation, and ensure, to 
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the extent practicable, small businesses that achieve 
qualified vendor status for security-related tech-
nologies are provided an opportunity to compete for 
contracts for such technology.’’. 
(b) CLERICAL AMENDMENT.—The table of contents in 
section 1(b) of the Homeland Security Act of 2002 (6 U.S.C. 
101 et seq.) is amended by adding after the item relating 
to section 707 the following new item: 
‘‘Sec. 708. Chief Procurement Officer.’’. 
SEC. 105. REQUIREMENTS TO ENSURE GREATER ACCOUNT-
ABILITY FOR ACQUISITION PROGRAMS. 
(a) IN GENERAL.—Title VII of the Homeland Security 
Act of 2002 (6 U.S.C. 341 et seq.) is further amended by 
adding at the end the following new section: 
‘‘SEC. 709. REQUIREMENTS TO ENSURE GREATER ACCOUNT-
ABILITY FOR ACQUISITION PROGRAMS. 
‘‘(a) REQUIREMENT TO ESTABLISH MECHANISM.— 
Within the Management Directorate, the Under Secretary 
for Management shall establish a mechanism to prioritize 
improving the accountability, standardization, and trans-
parency of major acquisition programs of the Department 
in order to increase opportunities for effectiveness and effi-
ciencies and to serve as the central oversight function of 
all Department acquisition programs. 
‘‘(b) RESPONSIBILITIES OF EXECUTIVE DIRECTOR.— 
The Under Secretary for Management shall designate an 
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Executive Director to oversee the requirement under sub-
section (a). The Executive Director shall report directly to 
the Under Secretary and shall carry out the following re-
sponsibilities: 
‘‘(1) Monitor the performance of Department ac-
quisition programs regularly between acquisition de-
cision events to identify problems with cost, perform-
ance, or schedule that Components may need to ad-
dress to prevent cost overruns, performance issues, or 
schedule delays. 
‘‘(2) Assist the Chief Acquisition Officer in man-
aging the Department’s acquisition portfolio. 
‘‘(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 it collects and maintains 
from its Components is accurate and reliable. 
‘‘(4) Serve as the focal point within the Depart-
ment for policy, process, and procedure regarding life 
cycle cost estimating and analysis. 
‘‘(5) Serve as the focal point and coordinator for 
the acquisition life cycle review process and as the ex-
ecutive secretariat for the Acquisition Review Board 
established under section 836 of this Act. 
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‘‘(6) Advise the persons having acquisition deci-
sion authority in making acquisition decisions con-
sistent with all applicable laws and in establishing 
clear lines of authority, accountability, and responsi-
bility for acquisition decisionmaking within the De-
partment. 
‘‘(7) Engage in the strategic planning and per-
formance evaluation process required under section 
306 of title 5, United States Code, and sections 
1105(a)(28), 1115, 1116, and 9703 of title 31, United 
States Code, by supporting the Chief Procurement Of-
ficer in developing strategies and specific plans for 
hiring, training, and professional development in 
order to rectify any deficiency within the Depart-
ment’s acquisition workforce. 
‘‘(8) Oversee the Component Acquisition Execu-
tive structure to ensure it has sufficient capabilities 
and complies with Department policies. 
‘‘(9) Develop standardized certification stand-
ards in consultation with the Component Acquisition 
Executives for all acquisition program managers. 
‘‘(10) In the event that a program manager’s 
certification or actions need review for purposes of 
promotion or removal, provide input, in consultation 
with the relevant Component Acquisition Executive, 
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into the relevant program manager’s performance 
evaluation, and report positive or negative experi-
ences to the relevant certifying authority. 
‘‘(11) Provide technical support and assistance 
to Department acquisitions and acquisition personnel 
in conjunction with the Chief Procurement Officer. 
‘‘(12) Prepare the Department’s Comprehensive 
Acquisition Status Report, as required by the Depart-
ment of Homeland Security Appropriations Act, 2013 
(division D of Public Law 113–6; 127 Stat. 343) and 
section 840 of this Act, and make such report avail-
able to congressional homeland security committees. 
‘‘(13) Prepare the Department’s Quarterly Pro-
gram Accountability Report as required by section 
840 of this Act, and make such report available to the 
congressional homeland security committees. 
‘‘(c) RESPONSIBILITIES OF COMPONENTS.—Each head 
of a Component shall comply with Federal law, the Federal 
Acquisition Regulation, and Department acquisition man-
agement directives established by the Under Secretary for 
Management. For each major acquisition program, each 
head of a Component shall— 
‘‘(1) establish a complete life cycle cost estimate 
with supporting documentation, including an acquisi-
tion program baseline; 
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‘‘(2) verify each life cycle cost estimate against 
independent cost estimates, and reconcile any dif-
ferences; 
‘‘(3) complete a cost-benefit analysis with sup-
porting documentation; 
‘‘(4) develop and maintain a schedule that is 
consistent with scheduling best practices as identified 
by the Comptroller General of the United States, in-
cluding, in appropriate cases, an integrated master 
schedule; and 
‘‘(5) ensure that all acquisition program infor-
mation provided by the Component is complete, accu-
rate, timely, and valid.’’. 
(b) CLERICAL AMENDMENT.—The table of contents in 
section 1(b) of the Homeland Security Act of 2002 (6 U.S.C. 
101 et seq.) is further amended by adding after the item 
relating to section 708 the following new item: 
‘‘Sec. 709. Requirements to ensure greater accountability for acquisition pro-
grams.’’. 
TITLE 
II—ACQUISITION 
PRO-
GRAM 
MANAGEMENT 
DIS-
CIPLINE 
SEC. 201. ACQUISITION REVIEW BOARD. 
(a) IN GENERAL.—Subtitle D of title VIII of the 
Homeland Security Act of 2002 (6 U.S.C. 391 et seq.) is 
amended by adding at the end the following new section: 
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‘‘SEC. 836. ACQUISITION REVIEW BOARD. 
‘‘(a) IN GENERAL.—The Secretary shall establish an 
Acquisition Review Board (in this section referred to as the 
‘Board’) to strengthen accountability and uniformity with-
in the Department acquisition review process, review major 
acquisition programs, and review the use of best practices. 
‘‘(b) COMPOSITION.—The Deputy Secretary or Under 
Secretary for Management shall serve as chair of the Board. 
The Secretary shall also ensure participation by other rel-
evant Department officials, including at least two Compo-
nent heads or their designees, as permanent members of the 
Board. 
‘‘(c) MEETINGS.—The Board shall meet every time a 
major acquisition program needs authorization to proceed 
from acquisition decision events through the acquisition life 
cycle and to consider any major acquisition program in 
breach as necessary. The Board may also be convened for 
non-major acquisitions that are deemed high-risk by the Ex-
ecutive Director referred to in section 709(b) of this Act. 
The Board shall also meet regularly for purposes of ensur-
ing all acquisitions processes proceed in a timely fashion 
to achieve mission readiness. 
‘‘(d) RESPONSIBILITIES.—The responsibilities of the 
Board are as follows: 
‘‘(1) Determine whether a proposed acquisition 
has met the requirements of key phases of the acquisi-
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gram manager shall notify the person exercising 
acquisition decision authority for the program. 
‘‘(B) NOTIFICATION OF ACTUAL BREACH.— 
If an actual breach occurs in a major acquisi-
tion program, the program manager for that 
program shall notify the head of the Component 
concerned, the Component Acquisition Executive 
for the program, the Executive Director referred 
to in section 709(b) of this Act, the Under Sec-
retary for Management, and the Deputy Sec-
retary. 
‘‘(C) NOTIFICATION TO SECRETARY.—If a 
major acquisition program has an actual breach 
with a cost overrun greater than 20 percent or 
a schedule delay greater than 12 months from the 
costs or schedule set forth in the acquisition pro-
gram baseline for the program, the Secretary 
and the Inspector General of the Department 
shall be notified not later than five business days 
after the actual breach is identified. 
‘‘(2) REMEDIATION PLAN AND ROOT CAUSE ANAL-
YSIS.— 
‘‘(A) IN GENERAL.—In the case of an actual 
breach with a cost overrun greater than 15 per-
cent or a schedule delay greater than 180 days 
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