‘‘(B) Leading the Department’s acquisition 
oversight body, the Acquisition Review Board. 
‘‘(C) Synchronizing interagency coordina-
tion relating to acquisition programs and acqui-
sition management efforts of the Department. 
‘‘(D) Exercising the acquisition decision 
authority (as such term is defined in section 
714) to approve, pause, modify (including the 
rescission of approvals of program milestones), 
or cancel major acquisition programs (as such 
term is defined in section 714), unless the 
Under Secretary delegates such authority to a 
Component Acquisition Executive (as such term 
is defined in section 714) pursuant to para-
graph (3). 
‘‘(E) Providing additional scrutiny and 
oversight for an acquisition that is not a major 
acquisition if— 
‘‘(i) the acquisition is for a program 
that is important to the strategic and per-
formance plans of the Department; 
‘‘(ii) the acquisition is for a program 
with significant program or policy implica-
tions; and
‘‘(iii) the Secretary determines that 
such scrutiny and oversight for the acquisi-
tion is proper and necessary. 
‘‘(F) Establishing policies for managing 
acquisitions across the Department that pro-
mote best practices (as such term is defined in 
section 714). 
‘‘(G) Establishing policies for acquisition 
that implement an approach that considers 
risks of failure to achieve cost, schedule, or per-
formance parameters that all components of the 
Department shall comply with, including out-
lining relevant authorities for program man-
agers to effectively manage acquisition pro-
grams (as such term is defined in section 714). 
‘‘(H) Ensuring that each major acquisition 
program has a Department-approved acquisi-
tion program baseline (as such term is defined 
in section 714), pursuant to the Department’s 
acquisition management policy that is traceable 
to the life-cycle cost estimate of the program, 
integrated master schedule, and operational re-
quirements. 
‘‘(I) Assisting the heads of components 
and Component Acquisition Executives in ef-
forts to comply with Federal law, the Federal 
Acquisition Regulation, and Department acqui-
sition management directives. 
‘‘(J) Ensuring that grants and financial 
assistance are provided only to individuals and 
organizations that are not suspended or 
debarred. 
‘‘(K) Distributing guidance throughout the 
Department to ensure that contractors involved 
in acquisitions, particularly contractors that ac-
cess the Department’s information systems and 
technologies, adhere to relevant Department 
policies related to physical and information se-
curity as identified by the Under Secretary. 
‘‘(L) Overseeing the Component Acquisi-
tion Executive organizational structure to en-
sure Component Acquisition Executives have 
sufficient capabilities and comply with Depart-
ment acquisition policies. 
‘‘(M) Developing and managing a profes-
sional acquisition workforce to ensure the goods 
and services acquired by the Department meet 
the needs of the mission and are at the best 
value for the expenditure of public resources.
‘‘(3) DELEGATION
OF
CERTAIN
ACQUISITION 
DECISION
AUTHORITY.—The Under Secretary for 
Management may delegate acquisition decision au-
thority, in writing, to the relevant Component Acqui-
sition Executive for a major capital asset, service, or 
hybrid acquisition program that has a life-cycle cost 
estimate of at least $300,000,000 but not more than 
$1,000,000,000, based on fiscal year 2022 constant 
dollars, if— 
‘‘(A) the component concerned possesses 
working policies, processes, and procedures that 
are consistent with Department acquisition pol-
icy; 
‘‘(B) the Component Acquisition Executive 
concerned has adequate, experienced, and dedi-
cated professional employees with program 
management training; and 
‘‘(C) each major acquisition program has a 
Department-approved acquisition program base-
line, and it is meeting agreed-upon cost, sched-
ule, and performance thresholds.’’.