Dwayne Day has the conclusion to his piece at The Space Review on the history of the SEI program. A key point, that I’ve often made, and one that the Easterbrooks and other spewers of costing nonsense should understand:

One of the major problems facing NASA was a cultural one, an inability to think of new human spaceflight projects in terms other than the Apollo paradigm. During Apollo, NASA had gotten a huge amount of money and a great deal of autonomy and many at the agency still thought they would conduct SEI in the same manner. They therefore felt no pressure to keep costs under control.

But in addition to the cultural inability of agency personnel to stop thinking in terms of Apollo budgets, NASA, like all government agencies, had to deal with different internal and external constituencies, each clamoring for its own priorities. The space agency’s facilities are spread throughout the country at various field centers, each of which represents different interests such as human spaceflight and robotic exploration, and each having advocates in Congress. In addition, NASA has also had a less obvious rivalry between its scientists, who want to collect data, and its engineers, who want to build equipment. In many ways the 90-Day Study was a reflection of all of these conflicts within the agency, combined with an unwillingness by NASA Headquarters to clearly establish priorities, starting by saying no to some of its constituencies.