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 : CSM-001
Exam Name : Certified Scrum Master (CSM)
Vendor Name : GAQM
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CSM-001 exam Format | CSM-001 Course Contents | CSM-001 Course Outline | CSM-001 exam Syllabus | CSM-001 exam Objectives


Exam Code: CSM-001
Exam Name: GAQM Certified Scrum Master
Number of Questions: 100 multiple-choice questions
Passing Score: 75% (you must correctly answer at least 75 out of 100 questions)
Time Allotted: 120 minutes (2 hours)
Exam Format: Online proctored or at a testing center (depending on registration)

- Definition of Scrum: Agile framework for complex product development.
- Pillars of Scrum: Transparency, Inspection, Adaptation.
- Values of Scrum: Commitment, Courage, Focus, Openness, Respect.
- Empirical Process Control: Based on observation and experimentation (vs. predictive methods).
- Sprint: Time-boxed iteration (usually 2-4 weeks).
- Increment: Sum of completed Product Backlog items in a Sprint.
- Definition of Done (DoD): Criteria ensuring work is complete.

- Scrum Master
- Primary Responsibilities:
- Servant leader for the Scrum Team.
- Removes impediments.
- Ensures Scrum is understood and enacted.
- Facilitates Scrum events.
- Key Skills: Coaching, facilitation, conflict resolution.

- Product Owner (PO)
- Primary Responsibilities:
- Manages the Product Backlog.
- Defines product vision and priorities.
- Ensures value maximization.
- User Stories: Short requirements written from the users perspective.
- Acceptance Criteria: Conditions to meet for a story to be "Done."

- Development Team
- Self-organizing and cross-functional.
- Delivers a potentially shippable increment each Sprint.
- Cross-functionality: Team has all skills needed (no silos).
- Optimal Team Size: 3-9 members.

- Sprint Planning
- Objective: Plan work for the Sprint.
- Participants: Scrum Team.
- Outputs: Sprint Goal, Sprint Backlog.

- Daily Scrum (Stand-up)
- Objective: 15-minute sync for Developers.
- Three Questions:
- What did I do yesterday=>
- What will I do today=>
- Are there any impediments=>

- Sprint Review
- Objective: Inspect the Increment and adapt the Product Backlog.
- Participants: Scrum Team + Stakeholders.

- Sprint Retrospective
- Objective: Strengthen processes for the next Sprint.
- Key Techniques: Start/Stop/Continue, Mad/Sad/Glad.

- Backlog Refinement (Grooming)
- Objective: Ensure backlog items are ready for future Sprints.

- Product Backlog
- Definition: Ordered list of features, bugs, and technical work.
- Prioritization Techniques: MoSCoW (Must, Should, Could, Wont), WSJF (Weighted Shortest Job First).

- Sprint Backlog
- Definition: Selected Product Backlog items + plan for delivering them.
- Increment
- Definition: Sum of all completed Product Backlog items in a Sprint.
- Burn-down/Burn-up Charts
- Purpose: Track progress visually.

- Agile Estimation & Planning
- Relative Estimation: Story Points (Fibonacci sequence: 1, 2, 3, 5, 8, 13).
- Planning Poker: Consensus-based estimation technique.
- Velocity: Average work completed per Sprint (measured in story points).

- Impediments & Continuous Improvement
- Impediment Removal: Scrum Masters duty to unblock the team.
- Kaizen: Continuous improvement mindset.
- Inspect & Adapt: Core principle of Scrum.

- Scaling Scrum
- Scrum of Scrums: Technique for scaling Scrum across multiple teams.
- Nexus, LeSS, SAFe: Popular scaling frameworks.

- Common Scrum Pitfalls & Anti-Patterns
- Sprint Anti-Patterns:
- Extending Sprints.
- Changing Sprint scope mid-Sprint.
- Role Confusion:
- Scrum Master acting as a project manager.
- Product Owner not engaging with stakeholders.
- Misuse of Artifacts:
- Treating the Sprint Backlog as a fixed plan.

- Time-boxing Fixing duration for Scrum events.
- Empiricism Process control based on observation.
- Sprint Zero (Controversial) Pre-Sprint setup phase.
- Spike Time-boxed research task.
- Velocity Teams average output per Sprint.
- Impediment Blockers affecting progress.
- Technical Debt Poor code quality requiring future fixes.



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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