{"id":45368,"date":"2026-07-08T23:00:00","date_gmt":"2026-07-08T21:00:00","guid":{"rendered":"https:\/\/www.efk.admin.ch\/?post_type=audit&p=45368"},"modified":"2026-07-15T13:33:32","modified_gmt":"2026-07-15T11:33:32","slug":"projets-cles-de-ladministration-federale","status":"publish","type":"audit","link":"https:\/\/www.efk.admin.ch\/fr\/audit\/projets-cles-de-ladministration-federale\/","title":{"rendered":"Projets cl\u00e9s de l\u2019administration f\u00e9d\u00e9rale"},"content":{"rendered":"\n

Depuis 2013, le Contr\u00f4le f\u00e9d\u00e9ral des finances (CDF) examine les projets cl\u00e9s de l\u2019administration f\u00e9d\u00e9rale, sur mandat du Conseil f\u00e9d\u00e9ral. Il s\u2019agit de projets ayant trait aux technologies de l\u2019information et de la communication qui mobilisent beaucoup de ressources, pr\u00e9sentent une grande importance strat\u00e9gique et comportent des risques \u00e9lev\u00e9s. Le rapport de synth\u00e8se dont ils font l\u2019objet vise \u00e0 en am\u00e9liorer le pilotage. Il s\u2019adresse en particulier aux mandants, aux directeurs d\u2019office et aux secr\u00e9taires g\u00e9n\u00e9raux.

Le CDF a publi\u00e9 son premier rapport de synth\u00e8se concernant les projets cl\u00e9s en 2016. Il y d\u00e9crit les anomalies et les sch\u00e9mas relev\u00e9s dans le cadre de 20 audits. Dix ans plus tard, le CDF ne peut que constater que plusieurs lacunes importantes d\u00e9j\u00e0 identifi\u00e9es en 2016 persistent \u00e0 ce jour. Les d\u00e9partements et leurs unit\u00e9s administratives n\u2019ont pas encore r\u00e9ussi \u00e0 inscrire durablement les am\u00e9liorations n\u00e9cessaires dans leur structure organisationnelle ou leurs projets ult\u00e9rieurs.<\/p>\n\n\n\n

\n
\n\n
\n
\n

24<\/h2>\n

rapports du CDF de 2024 ou 2025 ont \u00e9t\u00e9 analys\u00e9s<\/p>\n<\/div>\n <\/div>\n

\n

3 \u00e0 5 mrd<\/h2>\n

volume des moyens investis dans les projets examin\u00e9s<\/p>\n<\/div>\n <\/div>\n

\n

10%<\/h2>\n

des recommandations concernent les conditions-cadres des projets<\/p>\n<\/div>\n <\/div>\n

\n

5<\/h2>\n

lacunes majeures ont \u00e9t\u00e9 constat\u00e9es, comme d\u00e9j\u00e0 en 2016<\/p>\n<\/div>\n <\/div>\n <\/div>\n \n <\/div>\n<\/section>\n\n\n\n\n

\n
\n\n

\n R\u00e9sultats principaux <\/h2>\n \n
\n
    \n
  • \n
    \n

    Absence d\u2019orientation vers les effets et l\u2019utilit\u00e9<\/h3>\n

    Les indicateurs et les m\u00e9thodes de mesure de l\u2019utilit\u00e9 font largement d\u00e9faut, de sorte qu\u2019il n\u2019est pas possible de d\u00e9montrer l\u2019utilisation \u00e9conomique des ressources allou\u00e9es aux projets ; les optimisations sont report\u00e9es pour mise en \u0153uvre dans le cadre des projets ult\u00e9rieurs.<\/p>\n<\/div>\n <\/div>\n <\/li>\n

  • \n
    \n

    Soutien insuffisant<\/h3>\n

    Les d\u00e9partements ne jouent pas un r\u00f4le suffisamment actif dans le renforcement de l\u2019accompagnement des projets cl\u00e9s ; ni l\u2019organisation de base ni les projets ne font
    \nl\u2019objet de mesures d\u2019am\u00e9lioration durable.<\/p>\n<\/div>\n <\/div>\n <\/li>\n

  • \n
    \n

    D\u00e9fauts dans la gestion de projet<\/h3>\n

    La planification d\u2019ensemble est lacunaire, la gestion des risques est ax\u00e9e sur les aspects formels et l\u2019estimation des co\u00fbts est approximative, si bien qu\u2019il est extr\u00eamement compliqu\u00e9 de planifier et de piloter efficacement les projets.<\/p>\n<\/div>\n <\/div>\n <\/li>\n <\/ul>\n

      \n
    • \n
      \n

      Manque de pr\u00e9paration de l\u2019exploitation<\/h3>\n

      Bien souvent, la transition des projets vers leur phase d\u2019exploitation n\u2019est pas suffisamment pr\u00e9par\u00e9e ; en particulier, les services d\u2019exploitation et d\u2019assistance ne sont pas pleinement op\u00e9rationnels, et les processus ne sont pas ajust\u00e9s.<\/p>\n<\/div>\n <\/div>\n <\/li>\n

    • \n
      \n

      Contexte difficile<\/h3>\n

      L\u2019absence de ma\u00eetrise des conditions-cadres entra\u00eene des retards ou des surco\u00fbts, et il n\u2019est pas possible d\u2019y rem\u00e9dier dans le cadre des projets eux-m\u00eames.<\/p>\n<\/div>\n <\/div>\n <\/li>\n

    • \n
      \n

      Parties prenantes h\u00e9t\u00e9rog\u00e8nes<\/h3>\n

      Les structures complexes d\u2019organisation des parties prenantes (par ex. au sein des entit\u00e9s f\u00e9d\u00e9rales) sont trop lourdes pour les responsables de projet. La preuve flagrante en est l\u2019absence de processus coh\u00e9rents et de donn\u00e9es harmonis\u00e9es.<\/p>\n<\/div>\n <\/div>\n <\/li>\n <\/ul>\n <\/div>\n \n <\/div>\n<\/section>\n\n\n\n

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