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 Code : CLSSMBB
Exam Name : Lean Six Sigma Master Black Belt
The ASQ Master Black Belt (MBB) certification is a mark of career excellence and aimed at individuals who possess exceptional expertise and knowledge of current industry practice. Master black belts have outstanding leadership ability, are innovative, and demonstrate a strong commitment to the practice and advancement of quality and improvement. Obtaining an ASQ MBB is acceptance and recognition from your peers.
The target audience for the ASQ MBB certification are candidates who are or have been employed as MBBs within their organization, or well qualified certified Six Sigma Black Belts (CSSBB) who have substantial experience in each of the major syllabu areas within the portfolio.
To become certified as an ASQ MBB, a candidate must successfully meet all requirements. To be eligible to apply for the MBB examination, a candidate must hold a current ASQ Six Sigma Black Belt certification (CSSBB) and pass the MBB portfolio review process. Within the portfolio, a candidate must have one of the following experience levels:
1) At least 5 years of experience in the role of a SSBB or MBB.
OR
2) Completion of 10 Six Sigma Black Belt projects.
Candidates must be able to meet these minimum eligibility requirements in order to have their portfolio reviewed
The Certified Master Black Belt (CMBB) is aimed at individuals who possess exceptional expertise and knowledge of current industry practice. Master Black Belts have outstanding leadership ability, are innovative, and demonstrate a strong commitment to the practice and advancement of quality and improvement. Obtaining an ASQ Master Black Belt is acceptance and recognition from your peers.
The Master Black Belt certification is an test that consist of 110 multiple choice items and a performance-based test that measures comprehension of the MBB Body of Knowledge. 100 of the multiple-choice questions are scored and 10 are unscored. The performance-based portion of the test includes situation specific materials that candidates will be directed to evaluate and respond to. It is offered in English. Total
appointment time is five-and-a-half hours, test time is 5 hours and 18 minutes.The second portion is a performance-based test that measures comprehension of the CMBB Body of Knowledge. It includes situation-specific materials that candidates will be directed to evaluate and respond to. This portion is two-and-a-half hours long and is also an open book format.
Topics in this body of knowledge (BoK) include descriptive details (subtext) that will be used by the test Development Committee as guidelines for writing test questions. This subtext is also designed to help candidates prepare for the test by identifying specific content within each syllabu that may be tested. The subtext is not intended to limit the subject matter or be all-inclusive of what might be covered in an test but is intended to clarify how the syllabus relate to a Master Black Belts role. The descriptor in parentheses at the end of each entry refers to the maximum cognitive level at which the syllabu will be tested. A complete description of cognitive levels is provided at the end of this document.
I. Enterprise-wide Planning (20 Questions)A. Strategic Plan Development Describe and use strategic planning tools and methods such as Hoshin Kanri, X Matrix, SWOT, PEST, PESTLE, Ansoff Matrix, Porters Five Forces, TQM, Business Process Reengineering, Balanced Scorecard, and business excellence models (Baldridge, EFQM, ISO, Shingo) and their utilization in developing enterprise planning. (Apply)B. Strategic Plan Alignment1. Strategic deployment goals Describe how to develop strategic deployment goals. (Apply)2. Project alignment with strategic planDescribe how to align projects to the organizational strategic plan. (Analyze)3. Project alignment with business objectives Describe how to align projects with business objectives. (Analyze)C. Infrastructure Elements of Improvement Systems Describe how to apply the following key infrastructure elements. (Apply)1. Governance (quality councils or process leadership teams)2. Assessment (organizational readiness and maturity models)3. Resource planning (identify candidates and costs/benefits)4. Resource development (train and coach)5. Execution (deliver on project results)6. Measure and Boost the system (drive improvement into the systems, multiphase planning)D. Improvement Methodologies Demonstrate an advanced understanding of the following methodologies, including their associated tools and techniques. (Apply)1. Six Sigma (DMAIC)2. Design for Six Sigma (DMADV)3. Lean (PDCA, Kaizen)4. Theory of constraints
5. Business systems and process management 6. Other problem-solving methods (8 disciplines, root cause analysis)E. Opportunities for Improvement1. Project identification Facilitate working sessions to identify new project opportunities that can be prioritized. (Apply)2. Project qualification Determine the elements of a well-defined project (e.g., business case, charter), the process for approving these projects, and tools used in project definition (process maps, value stream maps, QFD, FMEA, critical-to-x where x can be customer, design, cost, and quality). (Apply)3. Stakeholder managementDescribe how to identify, engage, and strategically align stakeholders. (Analyze)4. Intervention techniques Describe techniques for intervening across levels to prevent potential project failures. (Apply)5. Creativity and innovation tools Use creativity and innovation tools to develop concept alternatives (divergent thinking). (Apply)F. Pipeline Management1. Pipeline creationCreate, manage, and prioritize a pipeline of potential projects for consideration. (Create)2. Pipeline life-cycle managementCreate a selection process that provides a portfolio of active improvement opportunities that are clearly aligned and prioritized to meet/exceed strategic goals. Monitor, re-evaluate, consolidate, and retire pipelines as needed. (Create)3. Regulatory impact on pipelineAssess the impact of regulatory statutes on prioritization/management of pipeline of potential projects. (Understand)4. Pipeline risk managementUse risk management and analysis tools to analyze organizational elements, to appraise portfolios and critical projects, and to identify potential problem areas. (Evaluate)
8Certified Master Black BeltII. Organizational Competencies for Deployment (20 questions)A. Organizational Design 1. Systems thinkingApply systems thinking to anticipate the effect that components of a system can have on other subsystems and adjacent systems including emergent properties. Analyze the impact of actions taken in one area of the organization and how those actions can affect other areas or the customer, and use appropriate tools to prevent unintended consequences. (Analyze)2. Organizational culture and maturityDescribe the implications organizational culture and maturity levels can have on improvement program implementation, including potential barriers. (Analyze)B. Executive and Team Leadership Roles1. Executive leadership rolesDescribe the roles and responsibilities of executive leaders in the deployment of improvement programs in terms of providing resources, managing change, and communicating ideas. (Analyze)2. Leadership for deploymentCreate action plans to support optimal functioning of Master Black Belts, Black Belts, Green Belts, champions, and other participants in the deployment effort. Design, coordinate, and participate in deployment activities, and ensure that project leaders and teams have the required knowledge, skills, abilities, and attitudes to support the organizations improvement program. (Create)C. Organizational Challenges1. Organizational dynamicsUse knowledge of human and organizational dynamics to enhance project success and align cultural objectives with organizational objectives. (Apply)2. Intervention stylesUse appropriate intervention, communications, and influence styles, and adapt those styles to specific situations (i.e., situational leadership). (Apply)3. Interdepartmental conflictsAddress and resolve potential situations that could cause the program or a project to under-perform. (Apply)D. Organizational Change Management1. Change management modelsDescribe different change management models (Kotters 8 Steps, ADKAR, Competing Values Framework). (Apply)2. Techniques to gain commitmentDescribe how to gain commitment from the organizations leadership for the improvement effort. (Understand) 3. Techniques to overcome organizational barriersDescribe various techniques to overcome barriers to successful organizational deployment. (Apply)4. Necessary organizational structure for deploymentDevelop the inherent organ-izational structure needed for successful deployment. (Apply)5. Communications with managementDescribe elements of effective communications with management regarding organizational benefits, failures, and lessons learned. (Apply)6. Organizational culture change techniquesAssess culture of the organization and its ability to problem-solve and improve. Describe techniques for changing an organizational culture, such as rewards and recognition, team competitiveness, communications of program successes, and appropriate cascading of goals throughout the organization. (Apply)
9Certified Master Black BeltE. Organizational Feedback 1. Voice of the customer and voice of the processAssess the appropriate collection of Voice of the Customer and Voice of the Process data, both internal and external. (Evaluate)2. Capturing and assessing feedbackDevelop a customer-focused strategy for capturing and assessing customer feedback on a regular basis. (Evaluate)F. Organizational Performance Metrics1. Financial measuresDefine and use financial measures, including revenue growth, market share, margin, cost of quality (COQ), net present value (NPV), return on investment (ROI), cost-benefit analysis, direct costs, indirect costs and opportunity cost, project cash flow, and breakeven time performance. (Analyze)2. Business performance measuresDescribe various business performance measures, including Balanced Scorecard, key performance indicators (KPIs), and the financial impact of customer loyalty, and describe how they are used for project selection, deployment, and management. (Analyze)III. Project Portfolio Management (15 questions)A. Project Management Principles and Life Cycle1. Project management principlesOversee critical projects and evaluate them in terms of their scope, goals, time, cost, quality, human resources requirements, communications needs, and risks. (Evaluate)2. Project management life-cycle elementsApply phases of project manage-ment life cycle (initiation, planning, execution, control, and closure). (Analyze)B. Project Portfolio Infrastructure and Management 1. Governance methods and toolsDevelop governance documents, tracking tools, and other methodologies that will support project success. (Create)2. Cross-functional project examAppraise interrelated projects for scope overlap and refinement, and identify opportunities for leveraging concomitant projects. Identify and participate in the implementation of multidisciplinary redesign and improvement projects. (Evaluate)3. Executive and midlevel management engagementFormulate the positioning of multiple projects in terms of providing strategic advice to top management and affected midlevel managers. (Create)4. PrioritizationPrioritize projects in terms of their criticality to the organization. (Evaluate)5. Performance measurement Design, support, and review the development of an overall measurement methodology to record the progress and ongoing status of projects and their overall impact on the organization. (Evaluate)6. MonitoringApply appropriate monitoring and control methodologies to ensure that consistent methods are used in tracking tasks and milestones. (Analyze)7. Status communicationDevelop and maintain communication techniques that will keep critical stakeholders and communities apprised of project status, results, and accountability. (Create)
10Certified Master Black Belt8. Supply/Demand managementGenerate accurate project supply/demand projections, associated resource requirements analysis, and mitigate any issues. (Create)9. Corrective actionFacilitate corrective actions and responses to customers about the corrective action and its impact. (Analyze)C. Project Portfolio Financial Tools1. Budgets and forecastsAssess and explain budget implications, forecasting, measurement, monitoring, risk analysis, and prioritization for portfolio level projects. (Evaluate)2. Costing conceptsDefine the concepts of hard and soft dollars and use cost of poor quality, activity-based costing, and other methods to assess and prioritize portfolios. (Apply)IV. Training Design and Delivery (10 questions)A. Training Needs AnalysisAssess the current level of knowledge and skills in each target group in relation to the skills and abilities that are needed. Determine the training requirements for each target group by using tools such as a gap analysis to compare genuine performance with potential or desired performance. (Evaluate) B. Training Plan ElementsDesign training plans to close the knowledge and skills gaps. Refine the plans based on the number of people needing to be trained in a particular technique or skill, and whether multidisciplinary or multi-level competency training is appropriate. (Create)
C. Training Materials and Curriculum Development1. Training material sourcesDetermine whether to outsource the training or develop in-house, including considerations such as cost, availability of internal subject matter experts, and timing. (Analyze)2. Adult learning theoryDevelop or select training methods and resources that adhere to adult learning theories. (Analyze)3. IntegrationEnsure that the training harmonizes and leverages other tools and approaches being used and that it is aligned with the organizations strategic objectives and culture. (Evaluate)4. Training deliveryMonitor and measure training to ensure that it is delivered effectively and efficiently by qualified individuals. (Apply)D. Training Program Effectiveness Develop an evaluation plan to assess, verify, and Boost the acquisition of required knowledge and skills within schedule, budget, and other constraints. (Create)V. Coaching and Mentoring Responsibilities (10 questions)A. Executives and Champions1. Scoping and resourcingCollaborate with executives and champions on scoping projects and selecting individuals and assignments for various projects. (Evaluate) 2. Executive reviewsCollaborate with executives and champions on reviewing projects, including timing, questions to ask, and setting expectations for project timing and completion. (Create)3. Leadership and communicationCoach executives and champions on the need for constancy of purpose and message, and the importance of using clear communication techniques and consistent messages. (Evaluate)4. FeedbackUse constructive techniques to provide feedback to champions and executives. (Evaluate)B. Teams and Individuals1. Belt coaching and mentoringDevelop a career progression ladder for belts. Assess their progress and provide constructive feedback to enable them to work effectively on team projects. Use coaching, mentoring, and intervention skills as needed, including canceling or reassigning projects if necessary. (Create)2. Project reviewsCreate guidelines and expectations for project reviews, and perform them in a timely manner. Assist project leaders in selecting appropriate content for presentation to management. (Create)3. Team facilitation and meeting managementPractice and teach meeting control, analyze team performance at various stages of team develop-ment, and support appropriate interventions for overcoming team challenges, including floundering, reviewing, and diagnosing failing projects. (Create)4. Non-belt coaching and mentoringDevelop information that will help non-belt project participants to advance their understanding of improvement initiatives and develop the necessary skills and knowledge to become effective belts. (Evaluate)
12Certified Master Black Belt12Certified Master Black BeltVI. Advanced Data Management and Analytic Methods (25 questions)A. Measurement Systems Analysis (MSA), Process Capability, and Control1. Propagation of errorsUse propagation of errors to evaluate measurement systems based on calculated values from multiple inputs. (Evaluate)2. Attribute (discrete) measurement systemsUse appropriate tools and methods (e.g., percent agreement, Kappa, Kendall, intra-class correlation coefficient) to analyze and interpret discrete measurement systems. (Evaluate)3. Variables (continuous) measurement systemsUse appropriate tools and methods (e.g., X – R, X – s, individual and moving range) based on control samples to analyze and interpret continuous measurement systems. (Evaluate)4. Destructive measurement systemsUse appropriate tools and methods to assess a destructive measurement system. (Analyze)5. Process capability for non-normal dataCalculate capability using Weibull and other methods for non-normal data. (Apply)6. Automated process control (APC) and statistical process control (SPC)Recognize when to use APC instead of or in conjunction with SPC. (Understand)B. Measuring and Modeling Relationships Between Variables1. Autocorrelation and forecastingIdentify autocorrelated data, including time-series modeling (e.g., ARIMA) and forecasting. (Analyze) 2. Multiple regression analysisApply and interpret multiple regression analysis, including using variance inflation factors (VIFs) to identify collinearity issues. (Analyze)3. Logistic regression analysisApply and interpret logistic regression analysis, including binary, ordinal, and nominal data considerations. (Analyze)4. Model fitting for nonlinear modelsApply and interpret fits of models that are nonlinear in the parameters. (Apply)5. General linear models (GLM)Apply and interpret GLMs such as ANOVA results (crossed, nested, and mixed models), simple linear regression, multiple regression, ANCOVA (analysis of covariance) and continuous MSA. (Apply)6. Components of variationSelect, calculate, and interpret components of variation and nested design studies. (Evaluate)7. SimulationApply simulation tools such as Monte Carlo, dynamic process simulation, and queuing theory. (Apply)8. Linear programmingUnderstand how linear programming principles, such as critical path analysis, can be used in modeling diverse types of problems (e.g., planning, routing, scheduling, assignment, design) to optimize system performance. (Understand)9. Reliability modelingUse reliability modeling and tools to enhance reliability of a product or process. (Apply)10. Qualitative analysisUse appropriate qualitative analysis tools (affinity diagrams, force field analysis) and analyze the results. (Analyze)
13Certified Master Black Belt13Certified Master Black BeltC. Design of Experiments (DOE)1. Factor relationship diagramApply and interpret factor relationship diagrams. (Apply)2. Complex blocking structuresRecognize other designs for handling more complex blocking structures, including Latin squares and balanced incomplete block designs (BIBD). (Understand)3. DOE approachesRecognize when to apply approaches such as screening designs (including Definitive Screening Designs), response surface methodology (RSM), mixture experiments, evolutionary operations (EVOP), split-plot designs, Taguchi designs, and computer-generated designs (e.g. D-optimal designs). (Understand)D. Data Management and Analytics1. Enterprise data managementRecognize and understand data management elements such as data governance, data architecture, data life-cycle management, data quality (accuracy, timeliness, consistency, completeness, uniqueness, validity, conformity, precision), meta data, master data, data privacy, and data security. (Understand)2. Data analyticsRecognize when to apply predictive analytic approaches such as decision trees (including random forest, boosted forest), neural networks, partial least squares, text analytics, image recognition, and pattern recognition (structured and unstructured data). (Understand)E. DFSS (Design for Six Sigma)DFSS tools: Recognize and understand tools such as QFD, TRIZ, morphology box, and axiomatic design to generate design concepts. (Understand)
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Metal Gear Solid Master Collection Looks Like Konami Doing It RightMetal Gear Solid is one of the most renowned names in video games, and Konami knows it. Years after its reportedly acrimonious split from series creator Hideo Kojima, the publisher is paying homage to the series along two separate paths. Metal Gear Solid 3: Snake Eater, one of the most revered games in the series, is getting a remake subtitled Delta. But more presently, Konami is putting out the Metal Gear Solid Master Collection Vol. 1, a compilation of the classic MSX/NES games along with the first three games in the Metal Gear Solid series. While Konami is no stranger to compilations--having recently released Castlevania and Contra collections--it does certainly feel like the publisher knows it has something precious on its hands with Metal Gear Solid. As a result, this one is particularly reverent, packing in loads of historical artifacts while letting the games speak for themselves. To start, it's worth pausing to note just how many Metal Gear games this includes. The 8-bit Metal Gear and Metal Gear 2, along with the off-brand Snake's Revenge, together serve as a virtual museum of the series' deepest roots. The three MGS games are nicely preserved and given a clean and sleek UI menu to navigate the games and their various extras. The games themselves are essentially untouched, with a presentation similar to the PS3's HD Editions. There is a brief content warning at the start of every game, noting that some elements may be insensitive by today's standards, but other than that they appear to be direct transfers of the original content. Naturally, the UI has been touched up as well to correspond with the modern controllers. I played the compilation on Nintendo Switch. That cuts both ways. Those looking for a more full-fledged facelift will have to wait for Delta to present serious revisions to MGS3. And these being re-releases without significant visual upgrades, the graphics do show their age. Snake's character model looks virtually faceless in Metal Gear Solid, and it stands out more than ever with a sharp output on modern screens. ![]() But game preservation has rightly become a concern in recent years, and collections like Atari 50 or TMNT: The Cowabunga Collection from Digital Eclipse (and in the latter case, Konami) have become the way they expect games to survive into the future. Some of these Metal Gear games are increasingly hard to play legally, particularly in the case of MGS3, so there is value in having an accessible, simple solution. The act of playing the classic MGS games in modern day, though, can be difficult. At least, they were for me. The first two Metal Gear Solid games in particular were sharply focused on a cinematic presentation with very rigidly guided camera angles, so it wasn't uncommon for me to step out in front of a sightline when I didn't mean to, or to otherwise fumble with the controls. MGS2 increased the complexity with direct aiming that defaults to firing when you release a face-button instead of a trigger. I know with time I would relearn the ropes and find my way, but in my brief time with a hands-on, I was comically poor at these trailblazers of stealth action. Fortunately, there's plenty to see outside of the games themselves. These collections are an absolute treasure trove of bonus features and content that help make it feel like a nicely preserved exhibition. Each game contains both a digital "Screenplay Book" with the entire in-game script, along with a "Master Book" walking you through the story and characters in order. For a series as dense as Metal Gear, they're both helpful resources, and they're presented nicely in this package with a crisp, easy-to-read interface. Metal Gear Solid and Metal Gear Solid 2 are also supplemented by a digital graphic novel, bringing back a motion comic originally released on the PSP and on DVD. Like some of the other games and curios, these can be difficult to find legally, so their inclusion here really feels like an effort to be as comprehensive as possible. That comprehensive approach is heartening. Not only is it great to have all of these pieces of Metal Gear history preserved in one place, but the "Vol. 1" designation implies that Konami knows it has more that it can do with the series. Given that games like Metal Gear Solid 4 and Metal Gear Acid are notoriously difficult to find, they can hope that the publisher shows them the same degree of love and reverence that it is showing here. The products discussed here were independently chosen by their editors. GameSpot may get a share of the revenue if you buy anything featured on their site. Metal Gear Solid Master Collection Vol. 1 Preview: A New Look At An Old FavoriteNo result found, try new keyword!The collection includes classic Metal Gear games and upgraded HD Collection versions, providing an excellent showcase of the series' evolution. The Master Collection features new additions such as ...How Wham! broke barriers as first Western pop act to play communist China: 'Modern Beijing was built from that money'No result found, try new keyword!Manager Simon Napier-Bell wined and dined more than 140 government officials and campaigned against rivals Queen to make global pop history, even if George Michael later said Wham!'s Beijing concert ... |
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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