Was ist das eigentlich? Cyberrisiken verständlich erklärt

Es wird viel über Cyberrisiken gesprochen. Oftmals fehlt aber das grundsätzliche Verständnis, was Cyberrisiken überhaupt sind. Ohne diese zu verstehen, lässt sich aber auch kein Versicherungsschutz gestalten.

Beinahe alle Aktivitäten des täglichen Lebens können heute über das Internet abgewickelt werden. Online-Shopping und Online-Banking sind im Alltag angekommen. Diese Entwicklung trifft längst nicht nur auf Privatleute, sondern auch auf Firmen zu. Das Schlagwort Industrie 4.0 verheißt bereits eine zunehmende Vernetzung diverser geschäftlicher Vorgänge über das Internet.

Anbieter von Cyberversicherungen für kleinere und mittelständische Unternehmen (KMU) haben Versicherungen die Erfahrung gemacht, dass trotz dieser eindeutigen Entwicklung Cyberrisiken immer noch unterschätzt werden, da sie als etwas Abstraktes wahrgenommen werden. Für KMU kann dies ein gefährlicher Trugschluss sein, da gerade hier Cyberattacken existenzbedrohende Ausmaße annehmen können. So wird noch häufig gefragt, was Cyberrisiken eigentlich sind. Diese Frage ist mehr als verständlich, denn ohne (Cyber-)Risiken bestünde auch kein Bedarf für eine (Cyber-)Versicherung.

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Nachfolgend finden Sie alle Details zu Übungstests, Dumps und aktuellen Fragen der ATM: Advanced Test Manager Prüfung.

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ASTQB ATM : Advanced Test Manager ACTUAL EXAM QUESTIONS

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Latest 2023 Updated ASTQB Advanced Test Manager Syllabus
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Exam Number : ATM
Exam Name : Advanced Test Manager
Vendor Name : ASTQB
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ATM test Format | ATM Course Contents | ATM Course Outline | ATM test Syllabus | ATM test Objectives

The Advanced Level is comprised of three separate syllabi:

Test Manager

Test Analyst

Technical Test Analyst

The Advanced Level Overview document [ISTQB_AL_OVIEW] includes the following information:

Business Outcomes for each syllabus

Summary for each syllabus

Relationships between the syllabi

Description of cognitive levels (K-levels)

Appendices

Testing Process – 420 mins.

Keywords

exit criteria, test case, test closure, test condition, test control, test design, test execution, test
implementation, test log, test planning, test procedure, test script, test summary report

Learning Objectives for Testing Process

1.2 Test Planning, Monitoring and Control

TM-1.2.1 (K4) Analyze the test needs for a system in order to plan test activities and work products
that will achieve the test objectives

1.3 Test Analysis

TM-1.3.1 (K3) Use traceability to check completeness and consistency of defined test conditions
with respect to the test objectives, test strategy, and test plan

TM-1.3.2 (K2) Explain the factors that might affect the level of detail at which test conditions may be
specified and the advantages and disadvantages for specifying test conditions at a
detailed level

1.4 Test Design

TM-1.4.1 (K3) Use traceability to check completeness and consistency of designed test cases with
respect to the defined test conditions

1.5 Test Implementation

TM-1.5.1 (K3) Use risks, prioritization, test environment and data dependencies, and constraints to
develop a test execution schedule which is complete and consistent with respect to the
test objectives, test strategy, and test plan

1.6 Test Execution

TM-1.6.1 (K3) Use traceability to monitor test progress for completeness and consistency with the
test objectives, test strategy, and test plan

1.7 Evaluating Exit Criteria and Reporting
TM-1.7.1 (K2) Explain the importance of accurate and timely information collection during the test
process to support accurate reporting and evaluation against exit criteria

1.8 Test Closure Activities

TM-1.8.1 (K2) Summarize the four groups of test closure activities

TM-1.8.2 (K3) Implement a project retrospective to evaluate processes and discover areas to
improve

The ISTQB® Foundation Level syllabus describes a fundamental test process which includes the
following activities:

Planning and control

Analysis and design

Implementation and execution

Evaluating exit criteria and reporting

Test closure activities

The Foundation Level syllabus states that although logically sequential, the activities in the process
may overlap or take place concurrently. Tailoring these main activities within the context of the system
and the project is usually required.

For the Advanced Level syllabi some of these activities are considered separately in order to provide
additional refinement and optimization of the processes, better fit with the software development
lifecycle, and to facilitate effective test monitoring and control. The activities are now considered as
follows:

Planning, monitoring and control

Analysis

Design

Implementation

Execution

Evaluating exit criteria and reporting

Test closure activities

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ASTQB Manager Practice Questions

Ten Questions To Ask Your Manager When Starting A New Job

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When you land a new job, you’re done with your job search, but you’re not done with your work just yet. Of course, you’ll have the work of the new job. In addition, however, you have the work of getting up to speed in your new role. Your new employer hopefully has an onboarding plan in place to ramp you up to full productivity sooner than later. However, .

Here are 10 questions to ask your manager when starting a new job:

1 - What can I do to prepare before my first day?

Start your job even before you start. Contact your manager before your first day to ask how you can prepare. In case your new employer does have an onboarding plan, your manager can let you know what that is. If not, your manager can think of ideas of what you can do to help yourself. At the very least, your manager knows you’re a proactive employee who wants to be ready Day One.

2 - What should I read, who should I talk to and what training should I attend to get up to speed?

If your manager has no ideas, you can prompt them by asking for practicing material, introductions to colleagues and training. If you ask this question in advance, your manager has a chance to make arrangements – send you material, schedule meetings, sign you up for training. If you ask this question on Day One, it gives your manager ideas for what you can do your first week.

3 - What are the priorities for: first day, first week, first month, first quarter?

Depending on how proactive your manager is, they may already have your assignments planned out. If not, asking for the priorities prompts them to dole out work for you and share the deadlines you should know about. Even if they don’t have your first quarter planned out, they might be able to give you an idea of what’s coming up. At the very least, they’ll see you’re thinking ahead.

4 - What meetings should be on my calendar?

Your manager may forget that there is a quarterly all-company meeting, or a bimonthly department meeting, or even a weekly check-in with them. Some managers are more prepared than others for absorbing new hires. New hires for a less prepared manager may hear about recurring meetings last-minute, even though they are planned well in advance. By asking upfront, you are ready whether your manager is or not.

5 - Who will I be working with? Who should I meet?

Ideally your manager has thought about all the key colleagues you’ll be interacting with and has a plan to introduce you and help you get acclimated to who does what. If not, this question will prompt them to make those introductions sooner than later.

6 - How frequently do you like to meet?

Some managers don’t have standing meetings with each person they manage. Some managers like to meet weekly; others may want to meet more or less frequently. .

7 - What kind of status update or reports do you want?

You want to be prepared for your manager check-ins. Or if there are no recurring meetings, you want to know the best way to communicate about your work. Again, don’t assume that this new manager wants the same level of detail or information format that your previous manager did. Confirm what they expect to see from you.

8 - What should I do when I have questions?

Years ago, when I was working in HR for a global media company, I hired a very talented junior marketer, who called me in a panic and fearing for her job. I was surprised that she wouldn’t be doing well since she was one of my top hires that year. According to her, her manager was ignoring her, and she felt uncomfortable asking him questions. I checked in with the manager, and he told a completely different story. He thought this new hire was amazing and felt she was coming along effortlessly because she never had any questions. He expected her to interrupt him in his office whenever she had questions, and she was waiting for more regular check-ins that he never scheduled with any of his team. Different expectations for communication led to completely different experiences. Luckily, they cleared the air, she got comfortable “barging in” (that’s how she characterized interrupting him), and he felt comfortable keeping his “open-door policy” (that’s how he characterized his no-meeting, ask anytime style).

9 - How does the feedback/evaluation process work?

While you’re confirming with your manager about how often you’ll meet, what kind of updates they want, and how best to communicate ad hoc (e.g., questions that arise on the fly), you also want to ask about the more formal evaluation process. Your HR manual may give information on the annual review process, but ask your manager to ensure they follow that procedure or do something different. If there is a company-wide review process, ask to see the feedback form. This way, you know well in advance how you’ll be evaluated.

10 - How am I doing? What is working well? What can I improve?

You don’t need to ask for feedback after the first day, but certainly you should ask within the first week, and you should ask more frequently in the beginning until you get confirmation from your manager that you’re on the right track. No news isn’t good news – it’s just no information, and when you’re new to a company, you need information so you can adapt to that company culture and make any changes to your work style and output sooner than later.

When you’re new to a job, it’s the best time to ask questions. Everyone around you expects you to have questions. Questions show interest and enthusiasm for the work. Your manager will be relieved that you are thinking about how to be more productive and successful on the job.

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Warum sind Cyberrisiken so schwer greifbar?

Als mehr oder weniger neuartiges Phänomen stellen Cyberrisiken Unternehmen und Versicherer vor besondere Herausforderungen. Nicht nur die neuen Schadenszenarien sind abstrakter oder noch nicht bekannt. Häufig sind immaterielle Werte durch Cyberrisiken in Gefahr. Diese wertvollen Vermögensgegenstände sind schwer bewertbar.

Obwohl die Gefahr durchaus wahrgenommen wird, unterschätzen viele Firmen ihr eigenes Risiko. Dies liegt unter anderem auch an den Veröffentlichungen zu Cyberrisiken. In der Presse finden sich unzählige Berichte von Cyberattacken auf namhafte und große Unternehmen. Den Weg in die Presse finden eben nur die spektakulären Fälle. Die dort genannten Schadenszenarien werden dann für das eigene Unternehmen als unrealistisch eingestuft. Die für die KMU nicht minder gefährlichen Cyberattacken werden nur selten publiziert.

Aufgrund der fehlenden öffentlichen Meldungen von Sicherheitsvorfällen an Sicherheitsbehörden und wegen der fehlenden Presseberichte fällt es schwer, Fakten und Zahlen zur Risikolage zu erheben. Aber ohne diese Grundlage fällt es schwer, in entsprechende Sicherheitsmaßnahmen zu investieren.

Erklärungsleitfaden anhand eines Ursache-Wirkungs-Modells

Häufig nähert man sich dem Thema Cyberrisiko anlass- oder eventbezogen, also wenn sich neue Schadenszenarien wie die weltweite WannaCry-Attacke entwickeln. Häufig wird auch akteursgebunden beleuchtet, wer Angreifer oder Opfer sein kann. Dadurch begrenzt man sich bei dem Thema häufig zu sehr nur auf die Cyberkriminalität. Um dem Thema Cyberrisiko jedoch gerecht zu werden, müssen auch weitere Ursachen hinzugezogen werden.

Mit einer Kategorisierung kann das Thema ganzheitlich und nachvollziehbar strukturiert werden. Ebenso hilft eine solche Kategorisierung dabei, eine Abgrenzung vorzunehmen, für welche Gefahren Versicherungsschutz über eine etwaige Cyberversicherung besteht und für welche nicht.

Die Ursachen sind dabei die Risiken, während finanzielle bzw. nicht finanzielle Verluste die Wirkungen sind. Cyberrisiken werden demnach in zwei Hauptursachen eingeteilt. Auf der einen Seite sind die nicht kriminellen Ursachen und auf der anderen Seite die kriminellen Ursachen zu nennen. Beide Ursachen können dabei in drei Untergruppen unterteilt werden.

Nicht kriminelle Ursachen

Höhere Gewalt

Häufig hat man bei dem Thema Cyberrisiko nur die kriminellen Ursachen vor Augen. Aber auch höhere Gewalt kann zu einem empfindlichen Datenverlust führen oder zumindest die Verfügbarkeit von Daten einschränken, indem Rechenzentren durch Naturkatastrophen wie beispielsweise Überschwemmungen oder Erdbeben zerstört werden. Ebenso sind Stromausfälle denkbar.

Menschliches Versagen/Fehlverhalten

Als Cyberrisiken sind auch unbeabsichtigtes und menschliches Fehlverhalten denkbar. Hierunter könnte das versehentliche Veröffentlichen von sensiblen Informationen fallen. Möglich sind eine falsche Adressierung, Wahl einer falschen Faxnummer oder das Hochladen sensibler Daten auf einen öffentlichen Bereich der Homepage.

Technisches Versagen

Auch Hardwaredefekte können zu einem herben Datenverlust führen. Neben einem Überhitzen von Rechnern sind Kurzschlüsse in Systemtechnik oder sogenannte Headcrashes von Festplatten denkbare Szenarien.

Kriminelle Ursachen

Hackerangriffe

Hackerangriffe oder Cyberattacken sind in der Regel die Szenarien, die die Presse dominieren. Häufig wird von spektakulären Datendiebstählen auf große Firmen oder von weltweiten Angriffen mit sogenannten Kryptotrojanern berichtet. Opfer kann am Ende aber jeder werden. Ziele, Methoden und auch das Interesse sind vielfältig. Neben dem finanziellen Interesse können Hackerangriffe auch zur Spionage oder Sabotage eingesetzt werden. Mögliche Hackermethoden sind unter anderem: Social Engineering, Trojaner, DoS-Attacken oder Viren.

Physischer Angriff

Die Zielsetzung eines physischen Angriffs ist ähnlich dem eines Hackerangriffs. Dabei wird nicht auf die Tools eines Hackerangriffs zurückgegriffen, sondern durch das physische Eindringen in Unternehmensgebäude das Ziel erreicht. Häufig sind es Mitarbeiter, die vertrauliche Informationen stehlen, da sie bereits den notwendigen Zugang zu den Daten besitzen.

Erpressung

Obwohl die Erpressung aufgrund der eingesetzten Methoden auch als Hackerangriff gewertet werden könnte, ergibt eine Differenzierung Sinn. Erpressungsfälle durch Kryptotrojaner sind eines der häufigsten Schadenszenarien für kleinere und mittelständische Unternehmen. Außerdem sind auch Erpressungsfälle denkbar, bei denen sensible Daten gestohlen wurden und ein Lösegeld gefordert wird, damit sie nicht veröffentlicht oder weiterverkauft werden.

Ihre Cyberversicherung sollte zumindet folgende Schäden abdecken:

Cyber-Kosten:

Soforthilfe und Forensik-Kosten (Kosten der Ursachenermittlung, Benachrichtigungskosten und Callcenter-Leistung)
Krisenkommunikation / PR-Maßnahmen
Systemverbesserungen nach einer Cyber-Attacke
Aufwendungen vor Eintritt des Versicherungsfalls

Cyber-Drittschäden (Haftpflicht):

Befriedigung oder Abwehr von Ansprüchen Dritter
Rechtswidrige elektronische Kommunikation
Ansprüche der E-Payment-Serviceprovider
Vertragsstrafe wegen der Verletzung von Geheimhaltungspflichten und Datenschutzvereinbarungen
Vertragliche Schadenersatzansprüche
Vertragliche Haftpflicht bei Datenverarbeitung durch Dritte
Rechtsverteidigungskosten

Cyber-Eigenschäden:

Betriebsunterbrechung
Betriebsunterbrechung durch Ausfall von Dienstleister (optional)
Mehrkosten
Wiederherstellung von Daten (auch Entfernen der Schadsoftware)
Cyber-Diebstahl: elektronischer Zahlungsverkehr, fehlerhafter Versand von Waren, Telefon-Mehrkosten/erhöhte Nutzungsentgelte
Cyber-Erpressung
Entschädigung mit Strafcharakter/Bußgeld
Ersatz-IT-Hardware
Cyber-Betrug