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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Exam Number : CAPM
Exam Name : Certified Associate in Project Management (CAPM) - 2023
Vendor Name : PMI
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CAPM exam Format | CAPM Course Contents | CAPM Course Outline | CAPM exam Syllabus | CAPM exam Objectives


Introduction to Project Management (6%)

Understand the five project management process groups and the processes within each group

Recognize the relationships among project, program, portfolio, and operational management

Define a typical project lifecycle

Understand the function and importance of tailoring for different projects


Project Environment (6%)

Identify the factors and assets that may impact the outcome of a project

Distinguish between organizational systems

Understand the purpose and activities of a Project Management Office

Recognize the hierarchy of projects, programs and portfolios


Role of the Project Manager (7%)

State the primary functions of a project manager

Understand a project managers sphere of influence

Identify the major elements included in the PMI triangle

Recognize the difference between leadership and management


Project Integration Management (9%)

Understand the seven project management processes in the project integration management knowledge area

Identify the input, tools, techniques and outputs defined in the seven processes in project integration management

Understand the purpose of project integration management and the project managers role within it

Identify concepts and procedures related to project change management

Identify tailoring consideration in project integration management and recognize key documents

Identify methods for project integration and knowledge management


Project Scope Management (9%)

Understand the six project management processes in the project scope management knowledge area

Identify the Input, tools, techniques and outputs defined in the six processes in project scope management

Identify key concepts and tailoring consideration for project scope management, and key roles in scope management

Identify the purpose and elements of a Work Breakdown Structure (WBS) for both Product and Project scope

Understand project scope management for agile/adaptive projects, including the use of prototypes


Project Schedule Management (9%)

Define the six project management processes in the project schedule management knowledge area

Identify the Input, tools, techniques and outputs defined in the six processes in project schedule management

Solve simple network diagrams problems and perform basic scheduling calculations

Identify considerations for agile/adaptive environments in project schedule management


Project Cost Management (8%)

Understand the four project management processes in the project cost management knowledge area

Identify the Input, tools, techniques and outputs defined in the four processes in project cost management

Identify key concepts in project cost management, including tailoring and special considerations for agile/adaptive environments

Understand and apply basic forecasting and earned value methods for project cost management


Project Quality Management (7%)

Understand the three project management processes in the project quality management knowledge area

Identify the Input, tools, techniques and outputs defined in the three quality management processes

Understand the reasons for and approaches to adapting quality management in different project environments

Identify quality tools and approaches for continuous improvement


Project Resource Management (8%)

Define the six project management processes in the project resource management knowledge area

Identify the Input, tools, techniques and outputs defined in the six processes in project resource management

Identify key concepts and trends in project resource management, including tailoring and special considerations for agile/adaptive environments

Identify techniques for developing a team, managing conflict, and resolving resource-related problems

Understand the components of a resource management plan and data representation techniques for managing project resources


Project Communication Management (10%)

Understand the three project management processes in the project communication management knowledge area

Identify the Input, tools, techniques and outputs defined in the three project communication management processes

Identify key concepts and approaches in project communication management, including tailoring and special considerations for agile/adaptive environments

Recognize the dimensions of communication and components of a communications management plan

Identify communications skills and methods for project communication management


Project Risk Management (8%)

Understand the seven project management processes in the project risk management knowledge area

Identify the Input, tools, techniques and outputs defined in project risk management

Identify the key documents in project risk management

Perform simple risk calculations

Recognize when and how to adjust risk based on the project environment


Project Procurement Management (4%)

Understand the three processes in the project procurement management knowledge area

Identify the Input, tools, techniques and outputs defined in the three project procurement processes

Identify key concepts and tailoring considerations for project procurement management, including trends and emerging practices

Identify various types of contracts, agreements, and source selection methods


Project Stakeholder Management (9%)

Understand the four project management processes in the project stakeholder management knowledge area

Identify the Input, tools, techniques and outputs defined in the four project stakeholder management processes

Recognize key stakeholders roles and needs

Identify the key concepts and benefits of stakeholder management



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PMI Certified syllabus

 

Project Management

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Best Project Management Certifications

Project management certifications have claimed a place in every top IT certification list for years. That’s because project managers are important to IT operations of all kinds. Whether you are interested in becoming an IT project manager or just want to add project management to your list of soft skills, these five leading certifications will help you add to or boost those skills and, in turn, increase your value.

If there’s a single set of soft skills that’s been fixed on the IT radar for the past decade or so, to the point where it’s become almost as sought after and every bit as valuable as top-level credentials, it must be project management. Thanks in large part to the immensely popular and widely pursued Project Management Professional (PMP) certification from the Project Management Institute (PMI), this area has become an incredibly valuable merit badge for IT professionals of all stripes. That’s because it enhances and expands on the value of just about any other kind of technical credential.

Project management has everything to do with planning, scheduling, budgeting for, and then executing and reporting on projects of all shapes and sizes. In fact, anything and everything that IT does can be understood or handled as a project of some kind. It applies to one-of-a-kind activities that happen only once or very seldom (think hardware or OS upgrades or migrating from older to newer platforms or infrastructures). Ditto for a recurring series of activities that repeat regularly (think security patches, software updates or other regular maintenance tasks). Thus, project management is incredibly important and valuable to IT operations across the board.

According to PMI’s Earning Power: Project Management Salary Survey, 10th Edition [pdf], IT professionals who hold a PMP report median base annual salaries in the U.S. of almost $116,000. The top 25 percent of survey respondents report base salaries of at least $139,000. Depending on such factors as complexity and size of projects, location, fields of expertise (e.g., IT, construction or healthcare), and experience, salaries for some PMP credential holders can be much higher still.

Robert Half’s Technology & IT 2019 Salary Guide lists project management as a hot certification, with salaries varying slightly by technology area. It cites a salary range of $93,000 to $157,500 for project managers in application development environments. Project managers engaged in consulting and system integration roles can expect to earn $96,250 to $163,500 nationwide. This explains nicely why PMP appears in nearly every top 10 list of popular, targeted or most desirable certifications since the early 2000s. It’s no surprise that Robert Half also lists the PMP credential, along with Agile and Scrum certifications, as “highly valued technology certifications” trending up in the IT industry.

To deliver you an idea of which project management credentials employers look for in prospective candidates, they conducted a quick survey on some popular job boards. Clearly, the PMP is the overall favorite and remains their No. 1 pick for must-have project management certifications. PMI’s entry-level project management credential, the CAPM, also made their top five. The CSM from Scrum Alliance, along with ASQ’s Certified Six Sigma Black Belt and Green Belt credentials, round out those picks. It’s also worth noting that job postings for project managers increased by 20 percent from 2018 across all project management certifications.

Job board survey results (in alphabetical order, by certification) Certification SimplyHired Indeed LinkedIn Jobs LinkUp.com Total CAPM (Project Management Institute) 593 718 1,187 381 2,879 CSM (Scrum Alliance) 3,550 4,916 9,286 3,052 20,804 CSSBB (ASQ) 998 1,231 1,817 848 4,864 CSSGB (ASQ) 1,205 1,457 1,966 842 5,470 PMP (Project Management Institute) 13,683 18,311 28,064 9,096 69,154 CAPM: Certified Associate in Project Management CAPM: Certified Associate in Project Management

The same organization behind the more senior Project Management Professional (PMP) credential also backs the Certified Associate in Project Management (CAPM). In fact, the CAPM is properly considered a steppingstone credential for those who wish to attain PMP status by stages, rather than in a single giant leap. That’s why PMI describes the CAPM as a “valuable entry-level certification for project practitioners” that is “designed for those with little or no project experience.”

The PMP requires three to five years of documented on-the-job project management experience, depending on the educational background of each applicant. On the other hand, the CAPM requires only a high school diploma and either 1,500 hours of documented on-the-job experience (about nine months of full-time work) or 23 hours of project management classroom training prior to taking the exam. The education prerequisite can be met by completing PMI’s Project Management Basics online course which costs $350 for PMI members and $400 for non-members.

Nor does the CAPM require continuing education (which PMI calls PDUs, or professional development units) as does the PMP (60 PDUs every three years) to maintain this credential. To recertify, CAPM holders must retake the exam once every five years.

The CAPM is one of a small set of entry-level project management certifications (including the CompTIA Project+) that IT professionals interested in project management might choose to pursue. Remember, though, that it is just a steppingstone to the PMP.

Unless you work in a large organization where a project management team is in place that includes junior as well as senior positions, the CAPM by itself is unlikely to provide a ticket to a project management job. However, it’s ideal for IT professionals for whom project management is a part-time job role or who want to grow into full-time project management.

CAPM facts and figures Certification name Certified Associate in Project Management (CAPM) Prerequisites/required courses High school diploma, associate’s degree or global equivalent, plus 1,500 hours of project management experience or 23 hours of project management education

Certification valid for five years; candidates must retake exam to maintain credential.

Number of exams One (150 questions; 15 questions are unscored; three hours to complete) Cost per exam Computer- or paper-based exams:

PMI member: $225 (retake $150)

Nonmember: $300 (retake $200)

Exam available in online proctored or center-based test (CBT) formats.

Exam administered by Pearson VUE.

URL www.pmi.org/Certification/Certified-Associate-in-Project-Management-CAPM.aspx Self-study materials PMI maintains a list of self-study materials on its exam guidance webpage, including the exam Content Outline [pdf], trial exam questions [pdf] and the CAPM Handbook [pdf].

Numerous books are available, including:

A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition; Sept. 22, 2017; Project Management Institute; ISBN-10: 1628251840; ISBN-13: 978-1628251845 (available for free obtain to PMI members)

CAPM exam Prep, Third Edition, by Rita Mulcahy, Sept. 2013, RMC Publications, ISBN-10: 1932735720, ISBN-13: 978-1932735727

CAPM/PMP Project Management Certification All-in-One exam Guide, Fourth Edition, by Joseph Phillips; April 23, 2018; McGraw-Hill Education; ISBN-10: 1259861627; ISBN-13: 978-1259861628

CSM: Certified ScrumMaster

As companies seek to deliver more for less, many adopt Agile methodologies to streamline processes, build quality into products and ensure that final builds meet customer requirements. As Agile methodologies have become more popular, it’s no surprise that they see increased demand for IT practitioners qualified to manage projects in Agile environments.

While different Scrum master certifications are available, their pick is the Certified ScrumMaster (CSM) from the Scrum Alliance. This nonprofit encourages adoption of Scrum and Agile practices, promotes user groups and learning events, and provides resources for professional development. The organization boasts more than 500,000 certified practitioners worldwide.

The Scrum Alliance provides a support system for Scrum practitioners, including Scrum Gatherings, user groups, virtual communications, coaching, online training and much more. In addition to community and advocacy activities, the Scrum Alliance offers numerous Scrum-related certifications at the foundation, advanced, professional, elevated (guide) and leadership levels. Scrum Alliance certifications are designed for team members engaged in Scrum master, product owners and developer roles. The Scrum master and product owner tracks offer credentials at the foundation, advanced and professional levels which the developer track only offers a foundation and professional level cert.

  • Scrum Master Track: Certified ScrumMaster (CSM), Advanced Certified ScrumMaster (A-CSM), and Certified Scrum Professional – Scrum Master (CSP-SM)
  • Product Owner Track: Certified Scrum Product Owner (CSPO) Advanced Certified Scrum Product Owner (A-CSPO) and Certified Scrum Professional – Product Owner (CSP-PO)
  • Developer Track: Certified Scrum Developer (CSD) and Certified Scrum Professional (CSP)
  • Elevated or guide credentials: Certified Scrum Trainer (CST), Certified Team Coach (CTC) and Certified Enterprise Coach (CEC)
  • Agile Leadership: The Scrum Alliance also offers the Certified Agile Leadership (CAL) program, a credential based on a combination of education and validated practice. There are two credentials – the Certified Agile Leadership I and Certified Agile Leadership II.
  • For project managers getting started as Scrum practitioners, the CSM makes an excellent entry-level credential. Not only must candidates demonstrate an understanding of Scrum principles and values, but they’ll learn how to implement and apply Scrum in practice. The Scrum Alliance provides CSMs with multiple resources, plus checklists and information about the servant-leader role of the Scrum master.

    Certified ScrumMaster facts and figures CSSBB: Certified Six Sigma Black Belt

    Globally recognized, ASQ certifications attest to candidate expertise, mastery of industry and regulation standards, and mastery of the ASQ Body of Knowledge. Currently, ASQ offers 18 credentials, three of which specifically target project management: the Certified Six Sigma Black Belt (CSSBB) (expert level), the Six Sigma Green Belt (CSSGB) (professional level) and the Six Sigma Yellow Belt (CSSYB) (entry level).

    The Certified Six Sigma Black Belt is ASQ’s highest Six Sigma credential. The CSSBB aims at experienced practitioners who understand Six Sigma methodologies (including the DMAIC model), tools, systems and philosophies. CSSBBs can lead teams or manage team dynamics, roles and responsibilities.

    The path to CSSBB certification is rigorous. In addition to passing a comprehensive exam, candidates must complete two projects that employ Six Sigma tools and processes, resulting in project improvement and a positive financial project impact. An affidavit is also required to attest to the veracity of the project. Alternatively, candidates with at least three years of experience in one or more of the Six Sigma Body of Knowledge areas need only complete one Black Belt project.

    CSSBB candidates are expected to demonstrate mastery of the ASQ Black Belt Body of Knowledge, called standards:

  • Organization-wide Planning and Deployment (organization-wide considerations, leadership)
  • Organization Process Management and Measures (impact on stakeholders, benchmarking, business measures)
  • Team Management (team formation, facilitation, dynamics, training)
  • Define (voice of the customer, business case and project charter, project management tools, analytical tools)
  • Measure (process characteristics, data collection, measurement systems, basic statistics, probability, process capability)
  • Analyze (measuring and modeling relationships between variables, hypothesis testing, failure mode and effects analysis, other analysis methods)
  • Improve (design of experiments, lean methods, implementation)
  • Control (statistical process control and other controls, maintain controls, sustain improvements)
  • Design for Six Sigma (DFSS) Framework and Methodologies (common DFSS methodologies, design for DVX, robust designs)
  • The CSSBB is valid for three years. To recertify, candidates must earn 18 recertification units or retake the exam.

    CSSBB facts and figures Certification name Certified Six Sigma Black Belt (CSSBB) Prerequisites/required courses Two completed projects with signed project affidavit, or one completed project with signed affidavit plus three years of experience in one or more areas of the Six Sigma Body of Knowledge Number of exams One: computer-based (165 questions, 4.5 hours) or paper-based (150 questions, 4 hours) Cost per exam $438 members, $538 nonmembers (retakes $338)

    Exams administered by Prometric.

    URL https://asq.org/cert/six-sigma-black-belt Self-study materials ASQ maintains a comprehensive list of exam prep materials, including training opportunities, question banks, interactive trial exams, books and other recommended references. CSSGB: Certified Six Sigma Green Belt

    The Certified Six Sigma Green Belt (CSSGB) by ASQ is a professional-level credential targeting experienced Six Sigma practitioners. Often, a CSSGB works under the direction of the more senior CSSBB or as an assistant. CSSGBs identify issues and drive quality and process improvements in projects.

    To earn the credential, candidates should have at least three years of experience working with Six Sigma processes, systems and tools. The work experience must have been full time and compensated; an unpaid internship, for example, doesn’t count. In addition, work performed must have been in at least one of the Six Sigma Green Belt Body of Knowledge competency areas.

    In addition to work experience, candidates must pass an exam that tests their knowledge of the Six Sigma Green Belt Body of Knowledge. Currently, the Green Belt Body of Knowledge includes six competency areas:

  • Overview: Six Sigma and the Organization (organizational goals, lean principles, design methodologies)
  • Define Phase (project identification, customer voice, project management basics, management and planning tools, project business results, team dynamics and performance)
  • Measurement Phase (process analysis and documentation, probability and statistics, statistical distributions, data collection, measurement system analysis, process and performance capability)
  • Analyze Phase (exploratory data analysis, hypothesis testing)
  • Improve Phase (design of experiments, root cause analysis, lean tools)
  • Control Phase (statistical process control, control plan, lean tools for process control)
  • Overall, this is an excellent credential for those who have some experience but are not quite ready to take on the roles and responsibilities of a Black Belt.

    CSSGB facts and figures Certification name Certified Six Sigma Green Belt (CSSGB) Prerequisites/required courses Three years of experience in one or more of the Six Sigma Green Belt Body of Knowledge areas

    Experience must be a full-time paid position (internships do not meet the experience requirement)

    Number of exams One: computer-based (110 questions, 4.5 hours) or paper-based (100 questions, 4 hours) Cost per exam $338 members, $438 nonmembers; retakes cost $238

    Exams administered by Prometric.

    URL https://asq.org/cert/six-sigma-green-belt Self-study materials ASQ maintains a comprehensive list of exam prep materials, including training opportunities, question banks, interactive trial exams, books and other recommended references. PMP: Project Management Professional

    The Project Management Institute (PMI) not only stands behind its Project Management Professional certification, it works with academia and training companies to ensure proper coverage and currency in the various curricula that support this and other PMI credentials. Boasting more than 500,000 global members and 750,000 PMP certified professionals around the world, PMI’s PMP remains one of the most prestigious project management credentials available. (Note: The PMP’s precursor, the CAPM, is covered in an earlier section of this article.)

    That’s why you can obtain college- and university-based PMP training from so many institutions. It’s also why you may sometimes find PMP coverage integrated into certain degree programs (often at the master’s degree level).

    The PMP credential is coveted by employers seeking the most highly skilled project management professionals. Developed by project managers, the PMP certification is the highest level offered in PMI certifications. It is designed to ensure that credential-holders possess the skills and qualifications necessary to successfully manage all phases of a project, including initiating, planning, scheduling, controlling and monitoring, and closing out the project.

    PMP certified projects managers are also well versed and skilled in managing all aspects of the triple constraints – time, cost and scope. Employers depend on the skills of PMP professionals to manage budgets, track costs, manage scope creep, identify how changes to the triple constraints may introduce risk into the project, and minimize such risk to protect the project investment.

    The standards for PMP certification are rigorous. Beyond passing a comprehensive exam, credential holders must first demonstrate and certify that they have the skills and education necessary to succeed in the project management field. Credential seekers should be ready to provide documentation for items such as education, projects worked on and hours spent in each of the five project management stages – initiating, planning, executing, monitoring and controlling, and closing out the project.

    While it’s difficult to achieve, the rewards for PMP credential holders can be significant. According to PMI’s Earning Power: Project Management Salary Survey, 10th Edition, PMPs in the U.S. earn an average of 23 percent more than their non-credentialed counterparts. The survey reports median salaries of PMPs in the United States at $115,000, as opposed to $92,000 for non-PMP certified project managers.

    For those interested in program management or wishing to specialize in a project management area, PMI offers several interesting additional credentials:

    The PMP remains a nonpareil certification for IT and other professionals whose responsibilities encompass project management. It is the standard against which all other project management credentials are judged.

    It should be noted that, after meeting the prerequisites, candidates are also required to pass a rigorous exam. Candidates must obtain an eligibility ID from PMI before they can register for the exam.

    PMP facts and figures Certification name Project Management Professional (PMP) Prerequisites/required Courses Required courses: None

    Prerequisite skills: Four-year degree, 4,500 hours in leading and directing projects, and 35 hours of project management education

    OR

    Secondary degree (high school diploma, associate’s degree or equivalent), 7,500 hours leading and directing projects, and 35 hours of project management education

    Note: Credential holders must earn 60 professional development units (PDUs) per each three-year cycle to maintain certification.

    Number of exams One (200 questions, 4 hours) Cost per exam Paper* and computer-based exams:

    PMI member: $405 (retake $275)

    Nonmember: $555 (retake $375)

    *Paper-based exam only available if candidates lives more than 150 miles from testing center or if testing center is not available in the country of residence and travel would provide an undue burden.

    Exam administered by Prometric. Eligibility ID from PMI required to register.

    URL www.pmi.org/Certification/Project-Management-Professional-PMP.aspx Self-study materials PMI maintains a list of training resources on the PMP exam guidance webpage, including links to trial questions, the PMP exam Content Outline [pdf] and the PMP Handbook [pdf]. Additional training materials (quizzes, publications, books, practice guides and more) are available from the PMI Store.

    Numerous books are available, including:

    Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition; Sept. 22, 2017; Project Management Institute; ISBN-10: 1628251840; ISBN-13: 978-1628251845 (available for free obtain to PMI members)

    PMP exam Prep: Accelerated Learning to Pass the Project Management Professional (PMP) Exam, Ninth Edition, by Rita Mulcahy; Feb. 1, 2018; RMC Publications Inc.; ISBN-10: 1943704040; ISBN-13: 978-143704040

    CAPM/PMP Project Management Certification All-in-One exam Guide, Fourth Edition, by Joseph Phillips; April 23, 2018; McGraw-Hill Education; ISBN-10: 1259861627; ISBN-13: 978-1259861628

    Practice exams: PMP exam practice questions and Study Guide, Ninth Edition, by J. LeRoy Ward and Ginger Levin; June 28, 2018; Auerbach Publications, ISBN-10: 1138440299; ISBN-13: 978-1138440299

    Beyond the top 5: More project management certifications

    Project management is truly a white-hot area for both certification seekers and employers. Several other project management certifications are available, for general IT project management as well as software development project management.

    Honorable mention goes to the Global Association for Quality Management (GAQM) project management certifications, such as the Professional in Project Management, Associate in Project Management and Certified Project Director. The Prince2 Foundation and Practitioner qualifications (featured in the 2017 top-five list) are also excellent credentials and worth honorable mention.

    The CompTIA Project+ credential (featured in the 2017 top-five list and honorable mention in 2018) remains a well-known entry-level project management certification for those starting their project management careers. ASQ’s Certified Six Sigma Yellow Belt (CSSYB) is another entry-level credential worth exploring, particularly if you’re interested in eventually moving up to the more senior Green and Black Belt credentials.

    Most graduate business, management and management information systems (MIS) programs offer project management training to students, and some offer certificate programs outside the project management organizations as well.

    You’ll also find training and occasional certification around various project management tool sets. For example, some Microsoft Learning Partners offer courses on Microsoft Project, and you can find a dizzying array of project management packages on Wikipedia’s comparison of project management software page.

    The CAPM and Project+ remain the best-known entry-level project management certifications, with the PMP as the primary professional target and capstone for would-be professional IT project managers. Don’t forget to consider PMI’s related certifications as well. For project managers seeking entry into the realm of Scrum, the CSM is the best entry-level cert for Scrum practitioners.


    Online Project Management Bachelor's Degree

    No result found, try new keyword!Some programs are authorized to offer courses that prepare students for project management certification through their affiliation with the institute. Students earning a project management degree ...
     




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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