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 : ISSMP
Exam Name : Information Systems Security Management Professional
Vendor Name : ISC2
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ISSMP test Format | ISSMP Course Contents | ISSMP Course Outline | ISSMP test Syllabus | ISSMP test Objectives
Exam Code: ISSMP
Exam Name: Information Systems Security Management Professional
Length of exam: 3 hours
Number of items: 125
Item format: Multiple choice and advanced item types
Passing grade: 700 out of 1000 points
Exam language availability: English
Testing center: Pearson VUE Testing Center
- Establish securitys role in organizational culture, vision, and mission
- Defining information security program vision and mission
- Aligning security with organizational goals, objectives, and values
- Defining securitys relationship with the overall organization processes
- Defining the relationship between organizational culture and security
- Align security program with organizational governance
- Identifying and navigating organizational governance structure
- Verifying and validating roles of key stakeholders
- Validating sources and boundaries of authorization
- Advocating and obtaining organizational support for security initiatives
- Define and implement information security strategies
- Identifying security requirements from organizational initiatives
- Evaluating capacity and capability to implement security strategies
- Prescribing security architecture design
- Managing implementation of security strategies
- Reviewing and maintaining security strategies
- Define and maintain security policy framework
- Determining applicable external standards, laws, and regulations
- Determining data classification and protection requirements
- Establishing internal policies
- Advocating and obtaining organizational support for policies
- Developing procedures, standards, guidelines, and baselines
- Ensuring periodic review of security policy framework
- Manage security requirements in contracts and agreements
- Evaluating service management agreements (e.g., risk, financial)
- Governing managed services (e.g., infrastructure, cloud services)
- Managing security impact of organizational change (e.g., mergers and acquisitions, outsourcing, capability development)
- Ensuring that applicable regulatory compliance statements and requirements are included in contractual and service management agreements
- Monitoring and enforcing compliance with contractual and service management agreements
- Manage security awareness and training programs
- Promoting security programs to key stakeholders
- Identifying needs and implementing training programs by target segment
- Monitoring, evaluating, and reporting on effectiveness of security awareness and training programs
- Define, measure, and report security metrics
- Identifying Key Performance Indicators (KPI) and Key Risk Indicators (KRI)
- Associating metrics to the risk posture of the organization
- Using metrics to drive improvements to the security program and operations
- Prepare, obtain, and manage security budget
- Preparing and securing annual budget
- Adjusting or requesting budget based on evolving risks and threat landscape
- Managing and reporting financial responsibilities
- Manage security programs
- Defining roles and responsibilities
- Determining and managing team accountability
- Building cross-functional relationships
- Resolving conflicts between security and other stakeholders
- Identifying communication bottlenecks and barriers
- Integrating security controls into organization processes
- Apply product development and project management principles
- Incorporating security throughout the lifecycle
- Identifying and applying applicable methodology (e.g., agile, waterfall, lean, rapid application development)
- Analyzing project scope, timelines, quality, and budget
- Manage integration of security throughout system life cycle
- Integration of information security decision points and requirements throughout the system life cycle
- Implementation of security controls throughout the system life cycle
- Overseeing security configuration management (CM) processes
- Integrate organization initiatives and emerging technologies throughout the security architecture
- Implementing security principles
- Addressing impact of organization initiatives on security posture
- Define and manage comprehensive vulnerability management programs (e.g., vulnerabilities, scanning, penetration testing, threat analysis)
- Identification, classification, and prioritization of assets, systems, and services based on criticality and impact to the organization
- Prioritization of threats and vulnerabilities based on risk
- Management of security testing
- Management of mitigation and/or remediation of vulnerabilities
- Monitoring and reporting of vulnerabilities
- Manage security aspects of change control
- Integration of security requirements with change control process
- Conducting a security impact analysis
- Identification and coordination with the stakeholders
- Management of documentation and tracking
- Ensuring policy compliance (e.g., continuous monitoring)
- Develop and manage a risk management program
- Identifying risk management program objectives
- Defining risk management objectives with risk owners and other stakeholders
- Determining scope of organizational risk program
- Identifying organizational risk tolerance/appetite
- Obtaining and verifying organizational asset inventory
- Analyzing organizational risks
- Determine countermeasures, compensating and mitigating controls
- Identifying risk treatment options
- Conducting Cost-benefit analysis (CBA) of risk treatment options
- Recommending risk treatment options to stakeholders
- Documenting and managing agreed risks and issues treatments
- Testing, monitoring, and reporting on risks and issues
- Manage security risks within the supply chain (e.g., supplier, vendor, third-party risk, contracts)
- Identifying supply chain security risk objectives
- Integrating supply chain security risks into organizational risk management
- Verifying and validating security risk control within the supply chain
- Monitoring and reviewing the supply chain security risks
- Conduct risk exams
- Identifying risk factors
- Determining the risk test approach (e.g., qualitative, quantitative)
- Performing the risk analysis
- Manage risk controls
- Identifying controls
- Determining control effectiveness
- Evaluating control coverage
- Monitoring/reporting risk control effectiveness and coverage
- Establish and maintain security operations center
- Development of security operations center (SOC) documentation
- Establish and maintain threat intelligence program
- Aggregating threat data from multiple threat intelligence sources
- Conducting baseline analysis of network traffic, data, and user behavior
- Detecting and analyzing anomalous behavior patterns for potential concerns
- Conducting threat modeling
- Identifying and categorizing attacks
- Correlating related security events and threat data
- Defining actionable alerts
- Establish and maintain incident management program
- Development of program documentation
- Establishing incident response (IR) case management processes
- Establishing incident response (IR) team
- Applying incident management methodologies
- Establishing and maintaining incident handling processes
- Establishing and maintaining investigation processes
- Quantifying and reporting incident impacts and investigations to stakeholders
- Conducting root cause analysis
- Facilitate development of contingency plans
- Identifying and analyzing factors related to resiliency planning (e.g., Continuity of Operations Plan (COOP), external factors, laws, regulations, business impact analysis (BIA))
- Identifying and analyzing factors related to the business continuity plan (BCP) (e.g., time, resources, verification, business impact analysis (BIA))
- Identifying and analyzing factors related to the disaster recovery plan (DRP) (e.g., time, resources, verification)
- Coordinating contingency management plans with key stakeholders
- Defining internal and external crisis communications plan
- Defining and communicating contingency roles and responsibilities
- Identifying and analyzing contingency impact on organization processes and priorities
- Managing third-party contingency dependencies (e.g., cloud providers, utilities)
- Preparing security management succession plan
- Develop recovery strategies
- Identifying and analyzing alternatives
- Recommending and coordinating recovery strategies
- Assigning recovery roles and responsibilities
- Maintain contingency plan, resiliency plan (e.g., Continuity of Operations Plan (COOP)), business continuity plan (BCP) and disaster recovery plan (DRP)
- Planning testing, evaluation, and modification
- Determining survivability and resiliency capabilities
- Managing plan update process
- Manage disaster response and recovery process
- Declaring and communicating disaster
- Implementing plan
- Restoring normal operations
- Gathering lessons learned
- Updating plan based on lessons learned
- Identify the impact of laws and regulations that relate to information security
- Identifying legal jurisdictions that the organization and users operate within (e.g., trans-border data flow)
- Identifying applicable security and privacy laws/regulations/standards
- Identifying intellectual property laws
- Identifying and advising on risks of non-compliance and non-conformity
- Understand, adhere to, and promote professional ethics
- ISC2 Code of Ethics
- Organizational code of ethics
- Validate compliance in accordance with applicable laws, regulations, and industry standards
- Informing and advising senior management
- Evaluating and selecting compliance framework(s)
- Implementing the compliance framework(s)
- Defining and monitoring compliance metrics
- Coordinate with auditors and regulators in support of internal and external audit processes
- Planning
- Scheduling
- Coordinating audit activities
- Evaluating and validating findings
- Formulating response
- Monitoring and validating implemented mitigation and remediation actions
- Document and manage compliance exceptions
- Identifying and documenting controls and workarounds
- Reporting and obtaining authorized approval of risk waiver
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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