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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Microsoft MB-240 : Microsoft Dynamics 365 for Field Service ACTUAL EXAM QUESTIONS

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Exam Number : MB-240
Exam Name : Microsoft Dynamics 365 for Field Service
Vendor Name : Microsoft
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Candidates for this test are Microsoft Dynamics 365 Customer Engagement functional consultants with Field Service expertise. Candidates are responsible for implementing solutions that manage resources that complete the field service lifecycle.



Candidates implement the field service processes designed in collaboration with internal and external teams. This collaboration includes configuring the default administration areas of the Field Service application, deploying the Connected Field Service (IoT) solution and the mobile application, and implementing any additional needed customizations. Candidates are responsible for the configuration and deployment of the Field Service application in conjunction with the core customer service application.



Candidates must have knowledge of how to configure and customize components of the Field Service application, including configuring services, resources, characteristics, incidents, inventory integration, service agreements, resource scheduling, work orders, service tasks, field service user roles, field service settings, the Connected Field Service (IoT) solution, and configuration of the Field Service Mobile app.



Configure field service applications (20-25%)

Manage work orders (15-20%)

Schedule and dispatch work orders (20-25%)

Manage field service mobility (10-15%)

Manage inventory and purchasing (10-15%)

Manage assets and agreements (10-15%)



Configure field service applications (20-25%)

Configure general settings

 determine and configure field service security roles

 determine and configure resource scheduling options

 identify and configure field service entities

 determine and configure product and service categories

 configure territories, postal codes and organizational units

 determine and configure skill types

 configure characteristics and skills

 configure proficiency models

 implement resource roles and categories

 set defaults for work orders, bookings, the schedule board, and agreements

Configure product and service pricing

 create a product or service

 configure minimum charge amount and duration

 add products and services to incidents

 determine when a product has a default list price and a work order price list

 associate products and services with price lists

 define tax codes

 set up price list validity dates

Configure bookable resources

 manage bookable resources

 enable mapping functionality

 configure geocoding

 define start and end locations for resources

 define work hours for resources

 set up bookable resource categories, characteristics, and resource pay types

 set up bookable resource territories

 set up resource pools and crews

Integrate other tools with Field Service

 determine uses for Remote Assist

 benefits of using Resource Scheduling Optimization

 benefits of Connected Field Service

 using Push Notifications on the mobile app



Manage work orders (15-20%)

Describe the work order lifecycle

 configure work orders, work order types, and priority

 configure work order lifecycle stages

 configure booking status and work order status values

 configure uses and capabilities for billing accounts, service accounts, and sub-accounts

Create and manage work orders

 create a work order from an incident or an opportunity

 add status and sub-status information to a work order

 organize work orders and resources by geography

 associate a work order and a price list

 identify processes to close a work order

Manage incidents

 configure incident types

 configure service task types

 add service tasks, products, and services

 configure Requirement Groups

 attach Guides to Service Tasks



Schedule and dispatch work orders (20-25%)

Manage scheduling options

 schedule work orders using Schedule Board and Schedule Assistant

 determine when to use each scheduling option

 enable scheduling board geocoding

 manually schedule work orders

 reassign and reschedule work orders

 move incomplete work orders

 understand resource utilization

Implement the Schedule Board

 identify features and uses for Booking Requirements view

 implement the integrated map feature

 create additional schedule boards

 configure schedule boards

 customize the schedule board

 define booking rules

 facility Scheduling

Implement the Schedule Assistant

 apply constraints to resource queries

 filter data

 specify a search radius

Configure Resource Scheduling Optimization (RSO)

 create optimizing profiles

 define objectives and constraints

 configure optimization of resources

 geocoding for travel time

Configure Universal Resource Scheduling

 determine Universal Resource Scheduling use scenarios

 components of Universal Resource Scheduling

 configure URS for field service

 fields passed from work order to requirements

 create requirement views

 configure an entity to be schedulable



Manage field service mobility (10-15%)

Install and configure the mobile app

 configure actions that field agents can perform

 configure the mobile app

 configure display customizations

 assign security roles

 administer connected devices

 integrate with Dynamics 365 Guides

 add Guides to HoloLens app

Manage mobile projects

 identify project artifacts that can be modified or edited

 modify configuration settings

 publish a mobile project

 Mobile Device Management, security and synchronization



Manage inventory and purchasing (10-15%)

Manage inventory

 set up inventory and warehouses

 view product inventory

 adjust inventory levels

 transfer inventory

 determine when to integrate inventory with Enterprise Resource Planning application

Manage purchasing and product returns

 determine the purchase order process

 create purchase orders

 create a list of receivable products for a purchase order

 determine product return options

 create return merchandise authorizations (RMAs) and return to vendor (RTV)

 finalize returns



Manage assets and agreements (10-15%)

Create and manage agreements

 determine when to use agreements

 define and configure agreement preferences and settings

 configure automatic generation of bookings

 configure automatic generation of invoices

 define Service Level Agreements (SLAs)

 enable SLAs

 add an SLA to a Work Order

 using Entitlements

Manage customer assets

 create and register customer assets

 configure products to auto-create customer assets

 associate work orders with customer assets

 create child assets

 determine opportunities for Internet of Things (IoT)

 configure Connected Field Service

 manage IoT devices



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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