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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EX0-007 test Format | EX0-007 Course Contents | EX0-007 Course Outline | EX0-007 test Syllabus | EX0-007 test Objectives
The purpose of the Foundation certification is to confirm that you have sufficient knowledge and understanding of the P3O guidance to interact effectively with, or act as an informed member of, an office within a P3O model. The Foundation certification is a pre-requisite for the Practitioner certification.
Multiple choice examination questions
50 questions per paper with one mark available per question
40 minutes duration
30 marks required to pass (out of 50 available) – 60%
Closed book.
The Portfolio, Programme and Project Offices (P3O®) guidance provides advice, supported
by discussion and examples, on how to develop a governance structure that helps optimize
an organizations investment in change alongside its Business as Usual work.
P3O qualifications are currently offered are two levels: Foundation and Practitioner.
The primary purpose of the syllabus is to provide a basis for accreditation of people involved
with P3O. It documents the learning outcomes related to the use of P3O and describes the
requirements a candidate is expected to fulfil in order to demonstrate that these learning
outcomes have been achieved at each qualification level.
The target audience for this document is:
test
Board
test
Panel
APMG Assessment Team
Accredited Training Organizations
This syllabus informs the design of the exams and provides accredited training organizations
with a breakdown of what the exams will assess. Details on the test
structure and content
are documented in the P3O Foundation and Practitioner Designs.
P3O Learning Outcomes Assessment Model
1.Knowledge 2. Comprehension 3. Application 4. Analysis
Know facts, including
terms, concepts,
principles, model
types and
components, tools,
techniques, roles and
responsibilities from
the guidance.
Understand the key
concepts, principles,
processes, themes,
organizational factors
and roles and explain
their application.
Be able to:
(i) Justify a case to
develop a P3O
model
(ii) Use appropriate
information and
techniques to
identify and
implement the
correct P30 model
for an
organization
(iii) Use tools and
techniques
appropriately
(iv) Identify the
functions and
services to be
provided by a P30
model and the
correct roles to
implement them
for a given scenario.
Be able to, analyse
and distinguish
between appropriate
and inappropriate use
of the guidance
through appraisal of
the justification,
planning, design,
implementation and
running of a P3O
model for a given
scenario.
Syllabus
Area Code
OV
Syllabus Area:
Overview
Foundation
Practitioner
P3O Guide
Reference
Know facts, terms and concepts relating to the Introduction,
the principles of a P3O model and its elements.
Specifically to recall:
Level Topic
01 01
Key PPM definitions:
1. PPM
2. Portfolio, programme and project
3. Portfolio, programme and project
management
4. Business as Usual
What a P3O is:
1. Definition of P3O
2. The potential elements of a P3O model and their definitions
1.4, Table 1.2
Understand key concepts relating to the Overview, Principles of
a P3O model and its elements including the Introduction to
P3O.
Specifically to identify:
Level Topic
Key concepts of a P3O:
1. The objectives of and differences between
portfolios, programmes and projects
2. The objectives of and differences between
portfolio, programme and project
management and how they help to deliver
change
Glossary
The organizational context of P3O:
1. The relationship between Business as Usual,
change and PPM
2. How the elements of a P3O model align to
portfolio, programme and project lifecycles
How a P3O provides a decision-enabling/deliverysupport model and how each P3O model element
helps to deliver change
What a P3O is:
1. The relationships between the elements in a
P3O model and the organization
2. The objectives and key functions of each
P3O model element
Syllabus
Area Code
BC
Syllabus Area:
Why Have a P3O=>
Foundation
Practitioner
P3O Guide
Reference
Know facts, terms and concepts relating to the business
justification for implementing a P3O.
Specifically to recall:
Level Topic
The ways that a P3O can help an organization
deliver its strategy:
1. The elements of Business change
governance support and enablement
2. The terms 'doing the right programmes and
projects' and 'doing programmes and
projects right'
Understand key concepts relating to the justification for
implementing a P3O.
Specifically to identify:
Level Topic
How a P3O can help an organization deliver its
strategy and add value, including its role in
supporting and enabling business change
governance
The Best Management Practice principles for
extracting value from programme and project
management and how a P3O model can help deliver
them
How to recognize stakeholders and the typical
requirements of different stakeholders
The P3O Value Matrix and how it can be used to
identify stakeholder needs
How to recognize the problem to be solved by
establishing the P3Oand the analysis of recent
issues and reviews
The use of P3M3 exams to identify key P3O
functions
02 07 The role of the outline Vision Statement and initial
Blueprint in defining how the P3O will add value 2.4.3, Fig 2.4
The purpose, typical contents and approach to
developing the P3O Business Case
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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