{"id":238348,"date":"2025-07-16T10:53:32","date_gmt":"2025-07-16T08:53:32","guid":{"rendered":"https:\/\/parm.com\/?p=238348"},"modified":"2026-09-28T08:48:59","modified_gmt":"2026-09-28T06:48:59","slug":"analyse-des-causes-profondes","status":"publish","type":"post","link":"https:\/\/parm.com\/fr\/analyse-des-causes-profondes\/","title":{"rendered":"Analyse des causes profondes"},"content":{"rendered":"\n<div class=\"et_pb_section_0 et_pb_section et_section_regular et_block_section\"><div class=\"et_pb_row_0 et_pb_row et_block_row\"><div class=\"et_pb_column_0 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_0 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><p>L'ABC de la gestion de projet : R comme \u00ab Root Cause Analysis \u00bb (analyse des causes profondes)<\/p>\n<h1>S'attaquer aux probl\u00e8mes des projets \u00e0 la racine<\/h1>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_1 et_pb_row et_block_row\"><div class=\"et_pb_column_1 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_code_0 et_pb_code et_pb_module\"><div class=\"et_pb_code_inner\"><div class=\"shariff shariff-align-left shariff-widget-align-left\" style=\"display:none\"><ul class=\"shariff-buttons theme-round orientation-horizontal buttonsize-medium\"><li class=\"shariff-button facebook shariff-nocustomcolor\" style=\"background-color:#4273c8\"><a href=\"https:\/\/www.facebook.com\/sharer\/sharer.php?u=https%3A%2F%2Fparm.com%2Ffr%2Fanalyse-des-causes-profondes%2F\" title=\"Bei Facebook teilen\" aria-label=\"Bei Facebook teilen\" role=\"button\" rel=\"nofollow\" class=\"shariff-link\" style=\"; 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On peut couper les feuilles et ainsi traiter les sympt\u00f4mes, ou bien les arracher de la racine. C'est pr\u00e9cis\u00e9ment l\u00e0 qu'intervient l'analyse des causes profondes (RCA). Nous vous expliquons en quoi elle consiste, pourquoi elle en vaut la peine et comment les chefs de projet peuvent la mettre en pratique.<\/p>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_4 et_pb_row et_block_row\"><div class=\"et_pb_column_4 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_2 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_88 counter-hierarchy ez-toc-counter ez-toc-custom ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<span class=\"ez-toc-title-toggle\"><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/parm.com\/fr\/analyse-des-causes-profondes\/#Quest-ce_que_lanalyse_des_causes_profondes_au_juste\" >Qu&rsquo;est-ce que l&rsquo;analyse des causes profondes, au juste ?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/parm.com\/fr\/analyse-des-causes-profondes\/#Pourquoi_la_RCA_est-elle_si_importante_dans_la_gestion_de_projet\" >Pourquoi la RCA est-elle si importante dans la gestion de projet ?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/parm.com\/fr\/analyse-des-causes-profondes\/#Methodes_courantes_danalyse_des_causes_profondes\" >M\u00e9thodes courantes d&rsquo;analyse des causes profondes<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/parm.com\/fr\/analyse-des-causes-profondes\/#Conseils_pour_le_choix_dune_methode\" >Conseils pour le choix d&rsquo;une m\u00e9thode<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/parm.com\/fr\/analyse-des-causes-profondes\/#Meilleures_pratiques\" >Meilleures pratiques<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/parm.com\/fr\/analyse-des-causes-profondes\/#Erreurs_courantes_dans_lanalyse_RCA\" >Erreurs courantes dans l&rsquo;analyse RCA<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/parm.com\/fr\/analyse-des-causes-profondes\/#Conclusion\" >Conclusion<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"Quest-ce_que_lanalyse_des_causes_profondes_au_juste\"><\/span>Qu&rsquo;est-ce que l&rsquo;analyse des causes profondes, au juste ?<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>L'analyse des causes profondes, ou \u00ab Root Cause Analysis \u00bb en anglais, est une approche structur\u00e9e visant \u00e0 identifier la source premi\u00e8re d'un probl\u00e8me, et non pas seulement ses effets visibles.<\/p>\n<p>Prenons un exemple classique :<br \/>Votre projet accuse des retards \u00e0 r\u00e9p\u00e9tition. La cause apparente semble \u00eatre une livraison tardive de composants. Une analyse des causes profondes (RCA) irait toutefois plus loin et poserait, par exemple, les questions suivantes :<\/p>\n<ul>\n<li>Pourquoi les composants ont-ils \u00e9t\u00e9 livr\u00e9s en retard ?<\/li>\n<li>Pourquoi le fournisseur a-t-il sous-estim\u00e9 ses capacit\u00e9s ?<\/li>\n<li>Pourquoi aucune analyse des risques n'a-t-elle \u00e9t\u00e9 effectu\u00e9e avant la commande ?<\/li>\n<\/ul>\n<p>C'est ainsi que vous passez des sympt\u00f4mes aux causes. Et ce n'est qu'une fois que vous les connaissez que vous pouvez mettre en \u0153uvre des solutions durables afin d'\u00e9viter que des probl\u00e8mes similaires ne se reproduisent \u00e0 l'avenir.<\/p>\n<p>L'analyse des causes profondes dans la pratique : un exemple bien connu, celui d<br \/>L'explosion de la navette spatiale Challenger en 1986 est souvent cit\u00e9e en ing\u00e9nierie comme un exemple tragique d'analyse des causes profondes (RCA). \u00c0 l'origine, on avait attribu\u00e9 la faute \u00e0 une \u00ab d\u00e9faillance mat\u00e9rielle \u00bb des joints toriques due au froid. L\u2019analyse des causes profondes a toutefois r\u00e9v\u00e9l\u00e9 que les d\u00e9cisions de la direction et le m\u00e9pris des avertissements lanc\u00e9s par les ing\u00e9nieurs en constituaient la v\u00e9ritable cause.<\/p>\n<p>Une analyse RCA met donc souvent en \u00e9vidence non seulement des causes techniques, mais aussi des causes d'ordre organisationnel et de communication.<\/p>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_5 et_pb_row et_block_row\"><div class=\"et_pb_column_5 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_3 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Pourquoi_la_RCA_est-elle_si_importante_dans_la_gestion_de_projet\"><\/span>Pourquoi la RCA est-elle si importante dans la gestion de projet ?<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ol>\n<li>Elle permet d\u2019\u00e9viter les probl\u00e8mes r\u00e9currents et, par l\u00e0 m\u00eame, d\u2019\u00e9conomiser du temps, de l\u2019argent et de vous \u00e9pargner bien des tracas. Celui qui ma\u00eetrise l\u2019analyse des causes profondes (RCA) cesse ainsi de jouer les \u00ab pompiers \u00bb et devient un acteur strat\u00e9gique.<\/li>\n<li>Elle am\u00e9liore durablement la qualit\u00e9, car une RCA vise une am\u00e9lioration syst\u00e9matique plut\u00f4t que des r\u00e9parations ponctuelles et pr\u00e9cipit\u00e9es.<\/li>\n<li>Renforce l\u2019esprit d\u2019\u00e9quipe, car l\u2019analyse des causes profondes ne doit pas servir \u00e0 d\u00e9signer un coupable, mais constitue une m\u00e9thode neutre permettant d\u2019apprendre ensemble.<\/li>\n<li>Favorise les enseignements tir\u00e9s.<\/li>\n<\/ol>\n<\/div><\/div><div class=\"et_pb_text_4 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Methodes_courantes_danalyse_des_causes_profondes\"><\/span>M\u00e9thodes courantes d&rsquo;analyse des causes profondes<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<\/div><\/div><div class=\"et_pb_text_5 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h3>1. La m\u00e9thode des \u00ab 5 pourquoi \u00bb<\/h3>\n<p>La m\u00e9thode des \u00ab 5 pourquoi \u00bb est l'outil classique parmi les outils d'analyse des causes profondes (RCA). Elle a \u00e9t\u00e9 mise au point par Sakichi Toyoda dans le cadre du c\u00e9l\u00e8bre syst\u00e8me de production Toyota. Le principe de cette m\u00e9thode consiste \u00e0 poser cinq fois la question \u00ab pourquoi ? \u00bb afin de mettre progressivement au jour la cha\u00eene causale d\u2019un probl\u00e8me et ainsi passer de la surface du probl\u00e8me \u00e0 sa cause r\u00e9elle. Le chiffre cinq n\u2019est pas une r\u00e8gle absolue : parfois, trois \u00ab pourquoi \u00bb suffisent, tandis que d\u2019autres fois, il en faut sept.<br \/>Cette m\u00e9thode est tr\u00e8s simple \u00e0 mettre en \u0153uvre et est donc souvent utilis\u00e9e lors d'ateliers. Dans un premier temps, le probl\u00e8me est d\u00e9fini avec pr\u00e9cision. Ensuite, on pose la question \u00ab Pourquoi ? \u00bb \u00e0 propos de l'\u00e9v\u00e9nement qui l'a imm\u00e9diatement pr\u00e9c\u00e9d\u00e9. Autrement dit, on commence par se demander pourquoi le probl\u00e8me est survenu. Puis, on pose la question relative \u00e0 la r\u00e9ponse pr\u00e9c\u00e9dente.<\/p>\n<p><strong>Exemple tir\u00e9 du travail de projet quotidien&nbsp;:<\/strong><br \/> <strong>Probl\u00e8me :<\/strong> Retard dans l'avancement du projet<br \/> Pourquoi ? La t\u00e2che A n'a pas \u00e9t\u00e9 r\u00e9alis\u00e9e comme pr\u00e9vu.<br \/> Pourquoi ? L'employ\u00e9 X n'a \u200b\u200bpas eu assez de temps pour accomplir ses t\u00e2ches.<br \/> Pourquoi ? Les vacances de l'employ\u00e9 X n'ont pas \u00e9t\u00e9 prises en compte dans la planification des ressources.<br \/> Pourquoi ? Il n'y avait aucune comparaison possible avec le calendrier des vacances.<br \/> Pourquoi ? Les projets de vacances ne sont pas saisis dans l'outil de gestion de projet.<br \/> <strong>Cause :<\/strong> Manque d'int\u00e9gration des donn\u00e9es RH dans la planification des projets.<\/p>\n<p><em>Notre conseil :<\/em> m\u00eame si cette m\u00e9thode est tr\u00e8s simple \u00e0 mettre en \u0153uvre, vous devriez l\u2019appliquer en \u00e9quipe et non pas seul \u00e0 votre bureau. De cette mani\u00e8re, le probl\u00e8me sera examin\u00e9 sous diff\u00e9rents angles et vous pourrez en identifier la cause r\u00e9elle. Ensemble, il est \u00e9galement plus facile de v\u00e9rifier si une r\u00e9ponse est r\u00e9ellement la cause du probl\u00e8me ou si elle n\u2019en fournit qu\u2019une explication partielle.<\/p>\n<\/div><\/div><div class=\"et_pb_text_6 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h3>2. Diagramme d'Ishikawa (diagramme en ar\u00eate de poisson ou diagramme de cause \u00e0 effet)<\/h3>\n<p>Le diagramme d'Ishikawa est id\u00e9al pour les probl\u00e8mes complexes comportant plusieurs facteurs d'influence. Il permet de visualiser les liens et les causes dans des cat\u00e9gories telles que :<\/p>\n<ul>\n<li>Facteurs humains (par exemple, manque de comp\u00e9tences)<\/li>\n<li>Machine (par exemple, erreur logicielle)<\/li>\n<li>M\u00e9thode (par exemple, des processus inefficaces)<\/li>\n<li>Mat\u00e9riel (par exemple, p\u00e9nuries d\u2019approvisionnement)<\/li>\n<li>Environnement (par exemple, la politique d\u2019entreprise)<\/li>\n<li>Mesure (par exemple, indicateurs de performance cl\u00e9s inadapt\u00e9s)<\/li>\n<\/ul>\n<p>Vous trouverez une explication d\u00e9taill\u00e9e du diagramme d'Ishikawa dans <a href=\"https:\/\/parm.com\/fr\/le-diagramme-dishikawa\/\" target=\"_blank\" rel=\"noopener\" title=\"L'ABC de la gestion de projet : I comme diagramme d'Ishikawa\">cet article<\/a>.<\/p>\n<\/div><\/div><div class=\"et_pb_text_7 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h3>3. Analyse par arbre de d\u00e9faillance (FTA)<\/h3>\n<p>L'analyse par arbre de d\u00e9faillance (Fault Tree Analysis) est une technique analytique issue \u00e0 l'origine du domaine de la s\u00e9curit\u00e9 et de la gestion des risques, mais qui s'av\u00e8re \u00e9galement tr\u00e8s utile en gestion de projet. C'est notamment face \u00e0 des probl\u00e8mes techniques ou syst\u00e9miques que la FTA r\u00e9v\u00e8le tous ses atouts. Elle s'appuie sur des repr\u00e9sentations logiques sous forme de portes logiques (\u00ab ET \u00bb, \u00ab OU \u00bb) afin d'identifier quelles combinaisons de causes conduisent \u00e0 un probl\u00e8me.<\/p>\n<p>Voici comment fonctionne cette m\u00e9thode :<\/p>\n<ol>\n<li>Commencez par l'\u00e9v\u00e9nement principal. Il s'agit de l'\u00e9v\u00e9nement ind\u00e9sirable qui doit \u00eatre analys\u00e9 (par exemple : \u00ab Le syst\u00e8me est tomb\u00e9 en panne \u00bb).<\/li>\n<li>Identifiez ensuite toutes les causes imm\u00e9diates.<\/li>\n<li>Repr\u00e9sentez ces causes \u00e0 l\u2019aide de liens logiques. Il existe deux possibilit\u00e9s pour ces liens :\n<ul>\n<li>\u00ab ET \u00bb signifie que toutes les causes doivent se produire simultan\u00e9ment pour que l\u2019\u00e9v\u00e9nement principal se produise.<\/li>\n<li>OU signifie qu\u2019une seule des causes suffit \u00e0 d\u00e9clencher l\u2019\u00e9v\u00e9nement principal.<\/li>\n<\/ul>\n<\/li>\n<li>D\u00e9composez chaque cause jusqu\u2019\u00e0 ce que vous ne puissiez plus approfondir l\u2019analyse ou qu\u2019une analyse plus pouss\u00e9e devienne peu rentable.<\/li>\n<\/ol>\n<p><strong>Exemple tir\u00e9 d\u2019un projet logiciel :<\/strong><br \/><strong>\u00c9v\u00e9nement principal :<\/strong> le serveur web est en panne<br \/>Causes (op\u00e9rateur \u00ab OU \u00bb) : d\u00e9faillance mat\u00e9rielle OU surcharge du syst\u00e8me OU mise \u00e0 jour d\u00e9fectueuse. L\u2019\u00e9v\u00e9nement principal peut donc \u00eatre d\u00e9clench\u00e9 ind\u00e9pendamment par chacune des trois causes identifi\u00e9es. <br \/>Cependant, lors de l\u2019analyse approfondie de la cause \u00ab surcharge du syst\u00e8me \u00bb, on constate que les causes \u00ab pic soudain de trafic \u00bb et \u00ab \u00e9quilibrage de charge non activ\u00e9 \u00bb, lorsqu\u2019elles se produisent simultan\u00e9ment (op\u00e9ration ET), d\u00e9clenchent l\u2019\u00e9v\u00e9nement principal. Ici, l\u2019analyse FTA montre donc que le probl\u00e8me ne r\u00e9side pas uniquement dans le trafic \u00e9lev\u00e9, mais que l\u2019absence d\u2019architecture \u00e9volutive constitue le v\u00e9ritable point faible.<\/p>\n<p><em>Notre conseil : la <\/em>FTA est plus complexe \u00e0 \u00e9tablir. C'est pourquoi vous devriez l'utiliser principalement pour les risques critiques ou les probl\u00e8mes li\u00e9s \u00e0 la s\u00e9curit\u00e9 et \u00e0 la conformit\u00e9.<\/p>\n<\/div><\/div><div class=\"et_pb_text_8 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Conseils_pour_le_choix_dune_methode\"><\/span>Conseils pour le choix d&rsquo;une m\u00e9thode<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<table>\n<tbody>\n<tr>\n<td width=\"201\">\n<p><strong>M\u00e9thode<\/strong><\/p>\n<\/td>\n<td width=\"201\">\n<p><strong>Domaine d'application<\/strong><\/p>\n<\/td>\n<td width=\"201\">\n<p><strong>Avantage<\/strong><\/p>\n<\/td>\n<\/tr>\n<tr>\n<td width=\"201\">\n<p><strong>M\u00e9thode des \u00ab 5 pourquoi \u00bb<\/strong><\/p>\n<\/td>\n<td width=\"201\">\n<p>Identification rapide des causes de probl\u00e8mes clairement d\u00e9limit\u00e9s<\/p>\n<\/td>\n<td width=\"201\">\n<p>Simple, aucun outil n\u00e9cessaire<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td width=\"201\">\n<p><strong>Ishikawa<\/strong><\/p>\n<\/td>\n<td width=\"201\">\n<p>Probl\u00e8mes complexes comportant plusieurs facteurs d\u2019influence<\/p>\n<\/td>\n<td width=\"201\">\n<p>Une visualisation claire<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td width=\"201\">\n<p><strong>FTA<\/strong><\/p>\n<\/td>\n<td width=\"201\">\n<p>Probl\u00e8mes techniques et syst\u00e9miques, \u00e9valuations des risques<\/p>\n<\/td>\n<td width=\"201\">\n<p>Structures logiques d\u00e9taill\u00e9es, liens de causalit\u00e9 pr\u00e9cis<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div><\/div><div class=\"et_pb_text_9 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Meilleures_pratiques\"><\/span>Meilleures pratiques<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ul>\n<li>D\u00e9finissez le probl\u00e8me de mani\u00e8re claire et mesurable. \u00ab Retard du projet \u00bb est trop vague. Il vaudrait mieux dire : \u00ab La livraison A d\u00e9passe le d\u00e9lai de 3 jours. \u00bb \u00c9tayez ce probl\u00e8me par des faits, par exemple depuis quand il existe, qui il concerne, quelles cons\u00e9quences ou quels sympt\u00f4mes il entra\u00eene. Vous obtiendrez ainsi une vision globale du probl\u00e8me et pourrez en analyser les causes plus pr\u00e9cis\u00e9ment par la suite.<\/li>\n<li>Impliquez votre \u00e9quipe. Les meilleures id\u00e9es \u00e9manent souvent des collaborateurs op\u00e9rationnels, et non du chef de projet seul. Impliquer votre \u00e9quipe permet en outre d'acc\u00e9l\u00e9rer la recherche de solutions et vous aide \u00e0 identifier les causes dont vous pourriez vous-m\u00eame \u00eatre responsable.<\/li>\n<li>Faites la distinction entre la cause et la responsabilit\u00e9. Une analyse des causes profondes (RCA) ne vise pas \u00e0 attribuer la faute, mais constitue un outil d'am\u00e9lioration continue. Si vous l'utilisez pour attribuer la faute, l'\u00e9quipe pourrait \u00e0 l'avenir se montrer r\u00e9ticente \u00e0 y participer.<\/li>\n<li>Consignez les r\u00e9sultats. Les enseignements tir\u00e9s ne sont utiles que s\u2019ils peuvent \u00eatre retrouv\u00e9s ult\u00e9rieurement et si les mesures appropri\u00e9es sont prises en cons\u00e9quence. Id\u00e9alement, vous devriez donc consigner les r\u00e9sultats de l\u2019analyse des causes profondes (RCA) dans votre syst\u00e8me de gestion de projet et y d\u00e9finir imm\u00e9diatement les mesures n\u00e9cessaires.<\/li>\n<li>Tirez des mesures correctives de l'analyse RCA et veillez \u00e0 les mettre en \u0153uvre. Cela peut sembler banal, mais on l'oublie souvent au quotidien. Une analyse sans mesures concr\u00e8tes n'est toutefois qu'une perte de temps.<\/li>\n<li>Recourez \u00e9galement aux analyses des causes, m\u00eame en cas de r\u00e9ussite, et pas seulement en cas de probl\u00e8me. De telles analyses peuvent contribuer \u00e0 la r\u00e9ussite de vos futurs projets.<\/li>\n<\/ul>\n<\/div><\/div><div class=\"et_pb_text_10 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Erreurs_courantes_dans_lanalyse_RCA\"><\/span>Erreurs courantes dans l&rsquo;analyse RCA<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<ul>\n<li><strong>S'arr\u00eater trop t\u00f4t :<\/strong> la premi\u00e8re cause est rarement la cause premi\u00e8re ; il est donc judicieux de continuer \u00e0 poser des questions ou d'utiliser une m\u00e9thode suppl\u00e9mentaire pour aller au fond des causes r\u00e9elles.<\/li>\n<li><strong>Absence de hi\u00e9rarchisation :<\/strong> toutes les causes ne pr\u00e9sentent pas le m\u00eame degr\u00e9 de gravit\u00e9. Analysez le risque et l\u2019impact des diff\u00e9rentes causes.<\/li>\n<li><strong>Manque de p\u00e9rennit\u00e9 :<\/strong> la documentation, les s\u00e9ances de retour d\u2019exp\u00e9rience et la gestion des connaissances en font partie int\u00e9grante.<\/li>\n<\/ul>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_6 et_pb_row et_block_row\"><div class=\"et_pb_column_6 et_pb_column et_pb_column_4_4 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_11 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><h2><span class=\"ez-toc-section\" id=\"Conclusion\"><\/span>Conclusion<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>L\u2019analyse des causes profondes (RCA) est une approche m\u00e9thodique qui permet de s\u2019attaquer aux causes profondes des probl\u00e8mes, plut\u00f4t que de se contenter d\u2019en traiter les sympt\u00f4mes. Les chefs de projet qui appliquent syst\u00e9matiquement la RCA pr\u00e9viennent la r\u00e9apparition des probl\u00e8mes, am\u00e9liorent durablement leurs processus et renforcent leur \u00e9quipe gr\u00e2ce \u00e0 l\u2019apprentissage collectif.<\/p>\n<\/div><\/div><\/div><\/div><div class=\"et_pb_row_7 et_pb_row et_block_row\"><div class=\"et_pb_column_7 et_pb_column et_pb_column_1_2 et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_12 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><p>Gr\u00e2ce au logiciel de gestion de projet myPARM ProjectManagement, vous documentez vos r\u00e9sultats d'analyse des causes profondes (RCA) de mani\u00e8re structur\u00e9e, directement dans le syst\u00e8me. Les t\u00e2ches, les analyses des causes profondes, les mesures correctives et les responsabilit\u00e9s peuvent \u00eatre reli\u00e9es entre elles et sont ainsi accessibles \u00e0 tout moment. Vos enseignements tir\u00e9s peuvent ainsi \u00eatre v\u00e9ritablement mis en pratique, au lieu de prendre la poussi\u00e8re dans des dossiers.<\/p>\n<\/div><\/div><\/div><div class=\"et_pb_column_8 et_pb_column et_pb_column_1_2 et-last-child et_block_column et_pb_css_mix_blend_mode_passthrough\"><div class=\"et_pb_text_13 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><p>En savoir plus sur le logiciel de gestion de projet et de portefeuille myPARM :<\/p>\n<\/div><\/div><div class=\"et_pb_module et_pb_button_module_wrapper et_pb_button_0_wrapper preset--group--divi-button--divi-button--hi917qs--default_wrapper preset--module--divi-button--default_wrapper\"><a class=\"et_pb_button_0 et_pb_button et_pb_bg_layout_light et_pb_module et_block_module preset--group--divi-button--divi-button--hi917qs--default preset--module--divi-button--default\" href=\"https:\/\/parm.com\/fr\/myparm\/\">En savoir plus sur myPARM<\/a><\/div><div class=\"et_pb_text_14 et_pb_text et_pb_bg_layout_light et_pb_module et_block_module preset--module--divi-text--default\"><div class=\"et_pb_text_inner\"><p>Vous souhaitez d\u00e9couvrir myPARM lors d'une d\u00e9monstration ? 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Please check the fields and try again.\";\n\n  window.REQUIRED_ERROR_MESSAGE = \"This field must not be empty. \";\n\n  window.GENERIC_INVALID_MESSAGE = \"The information entered is not valid. Please check the fields and try again.\";\n\n\n\n\n  window.translation = {\n    common: {\n      selectedList: '{quantity} Liste ausgew\u00e4hlt',\n      selectedLists: '{quantity} Listen ausgew\u00e4hlt'\n    }\n  };\n\n  var AUTOHIDE = Boolean(0);\n<\/script>\n<script src=\"https:\/\/sibforms.com\/forms\/end-form\/build\/main.js\"><\/script>\n\n<script src=\"https:\/\/www.google.com\/recaptcha\/api.js?hl=de\"><\/script>\n\n<!-- END - We recommend to place the above code in footer or bottom of your website html  -->\n<!-- End Sendinblue Form --><\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"<p>Les probl\u00e8mes li\u00e9s \u00e0 la gestion de projet se r\u00e9p\u00e8tent sans cesse ? Peut-\u00eatre ne faites-vous que traiter les sympt\u00f4mes au lieu de vous attaquer aux causes. D\u00e9couvrez dans notre article de blog comment l&rsquo;analyse des causes profondes (RCA) permet de s&rsquo;attaquer aux probl\u00e8mes \u00e0 la racine.<\/p>\n","protected":false},"author":1,"featured_media":238358,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[701],"tags":[54,1200],"class_list":["post-238348","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-gestion-projet","tag-project-management","tag-projektmanagement-abc-en"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Parm AG<\/title>\n<meta name=\"description\" content=\"L&#039;analyse des causes profondes (RCA) en gestion de projet : identifier les causes plut\u00f4t que de se contenter de traiter les sympt\u00f4mes. 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