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 : MOPF
Exam Name : M_o_P (Management of Portfolio Foundation)
Vendor Name : Exin
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MOPF test Format | MOPF Course Contents | MOPF Course Outline | MOPF test Syllabus | MOPF test Objectives

EXAM CODE: MOPF
EXAM NAME: M_o_P (Management of Portfolio Foundation)

Portfolio management helps organizations make decisions about implementing the right changes to their business as usual (BAU) activity via projects and programmes. The Management of Portfolios (MoP®) guidance provides senior executives and practitioners responsible for planning and implementing change, with a set of principles, techniques and practices to introduce or re-energize portfolio management.

- Senior management engagement supports effective portfolio management.
- Senior managers should support portfolio management.
- Approaches and techniques to align programmes and projects with organizational strategy.
- Techniques that facilitate strategic alignment even where strategic measures are not clearly defined.
- The services it provides.
- How it differs from a programme or project office.
- The elements of an energized change culture.
- The energy states.
- Sources of organizational energy.
- Understand
- Categorize
- Prioritize
- Balance
- Plan
- Three point estimating and reference class forecasting.
- Driver-based strategic contribution analysis.
- Multi-criteria analysis.
- Decision conferencing.
- Clear line of sight planning.
- Understanding the current portfolio.
- Splitting the portfolio into organizationally appropriate categories or segments.
- Using appropriate approaches to prioritize the portfolio.
- Considering what factors need to be taken into account in balancing the portfolio.
- Completing a portfolio strategy and delivery plan.
- Whether the approaches adopted are appropriate, with reasons, in a given scenario when:
- Understanding the current portfolio.
- Categorizing the portfolio.
- Prioritizing the portfolio.
- Balancing the portfolio.
- Completing a portfolio strategy and delivery plan.
- Management control
- Benefits management
- Financial management
- Risk management
- Stakeholder engagement
- Organizational governance
- Resource management
- Management by exception
- One version of the truth
- Staged release of funding
- Clear line of sight reporting
- Champion-challenger model
- Management control
- Portfolio-level benefits management
- Portfolio-level financial management
- Portfolio-level risk management
- Portfolio-level stakeholder engagement
- Portfolio-level resource management
- Management control
- Portfolio-level benefits management
- Portfolio-level financial management
- Portfolio-level risk management
- Portfolio-level stakeholder engagement
- Portfolio-level resource management
- The purposes of the main portfolio management roles identified in MoP:
- Portfolio Direction Group/Investment Committee
- Portfolio Progress Group/Change Delivery Committee
- Business Change Director/Portfolio Director
- Portfolio Manager
- Portfolio Benefits Manager
- The purposes of the main portfolio management documentation:
- Portfolio Management Framework
- Portfolio Benefits Management Framework
- Portfolio Strategy
- Portfolio Delivery Plan
- Portfolio Benefits Realization Plan
- Portfolio Financial Plan
- Portfolio Resource Schedule
- Portfolio Stakeholder Engagement and Communication Plan
- Portfolio Dashboard Report
- 01 The responsibilities of the main portfolio roles identified in MoP:
- Portfolio Direction Group/Investment Committee
- Portfolio Progress Group/Change Delivery Committee
- Business Change Director/Portfolio Director
- Portfolio Manager
- Portfolio Benefits Manager
- The recommended contents of the main portfolio management documentation:
- Portfolio Management Framework
- Portfolio Benefits Management Framework
- Portfolio Strategy
- Portfolio Delivery Plan
- Portfolio Benefits Realization Plan
- Portfolio Financial Plan
- Portfolio Resource Schedule
- Portfolio Stakeholder Engagement and Communication Plan
- Portfolio Dashboard Report
- Identify appropriate information, using typical contents, for inclusion
- Portfolio Management Framework
- Portfolio Benefits Management Framework
- Portfolio Strategy
- Portfolio Delivery Plan
- Portfolio Benefits Realization Plan
- Portfolio Financial Plan
- Portfolio Resource Schedule
- Portfolio Stakeholder Engagement and Communication Plan
- Portfolio Dashboard Report
- Portfolio Direction Group/Investment Committee
- Portfolio Progress Group/Change Delivery Committee
- Business Change Director/Portfolio Director
- Portfolio Manager
- Portfolio Benefits Manager
- Portfolio Management Framework
- Portfolio Benefits Management Framework
- Portfolio Strategy
- Portfolio Delivery Plan
- Portfolio Benefits Realization Plan
- Portfolio Financial Plan
- Portfolio Resource Schedule
- Portfolio Stakeholder Engagement and Communication Plan
- Portfolio Dashboard Report
- Portfolio Direction Group/Investment Committee
- Portfolio Progress Group/Change Delivery Committee
- Business Change Director/Portfolio Director
- Portfolio Manager
- Portfolio Benefits Manager

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Exin M_o_P study help

How the ‘Proust Effect’ Can Help You Study

When you need to remember something important, it makes sense to look around for hacks and tricks to maximize your recall. And plenty of those are out there, but do they actually work? One popular tip involves chewing a certain flavor of gum or spraying an specific scent in the air while you study or work, then using the same gum or scent when it’s time to perform, such as when you’re taking a text or presenting the material you went over. The tip relies on the so-called Proust Effect and if you use it, your mileage may vary.

What is the Proust Effect?

Marcel Proust, a 20th-century writer you may already be familiar with, was the man who came up with the term “involuntary memory” to describe being hit with a memory because of a scent, taste, sound, or other sense-based trigger. As a reward for his efforts, he got this effect named after himself.

It’s a real thing that happens to the best of us: A sensory stimuli, like walking by someone wearing the perfume your mom used to wear, can jolt us into a vivid memory of the past. The phenomenon has resulted in a lot of research, because it’s deeply human but also deeply physiological and scientific.

How do people use the Proust Effect to study?

When you search for studying and memory tips, this one comes up a lot. The University of Nebraska Kearney, for instance, recommends using unfamiliar scents as a “brain booster” by spraying a different scent every time you study a unique subject. Before your test in that subject, spray the corresponding scent because, they say, “this can help you recall information.”

Does the Proust Effect really work for studying and recall?

Here’s the thing: Involuntary memories are more emotional than they are practical. Research shows that olfactory cues are much more effective at triggering emotional memories than visual cues are. The scent of a spray or the taste of a gum might transport you back to when you were studying, but it’s not guaranteed to help you remember the details of what you were studying so much as make you feel the way you felt when you were doing that.

It’s similar to the idea of changing into a designated “study outfit” when it’s time to hit the books in that way: Scents can help you compartmentalize and get in the zone, which can have a positive impact on your focus and output, but they aren’t the magic cure-all to make you remember entire passages of text.

Chewing strawberry gum while you study for chemistry and again when taking your chemistry test is more likely to help you feel like you’re in your chemistry zone than anything, which, again, can be helpful. To really remember what you studied, though, make sure to double up on hacks by using a study technique, such as interleaving or the primacy effect.

Study: Music can help people learn a second language

BUFFALO, N.Y. – A background in music helps speakers learn a tonal language, such as Mandarin, a new University at Buffalo study suggests.

People with musical training — whether instrumental or vocal — are better at imitating pitch than someone without that training. Understanding pitch structure is critical with tonal languages that rely on inflection to communicate meaning.

Unlike English, where the inflection placed on a single word can alter a word’s pitch in ways that convey emphasis or emotion, altering pitch in a tonal language can change a word’s meaning.

“Both a musical background and a Mandarin language background influences the ability to match pitch,” says Chihiro Honda, a graduate student of psychology in the UB College of Arts and Sciences, and first author of the paper published in the Journal of Experimental Psychology: Human Perception and Performance. “These findings imply that teachers might want to introduce music as part of their instruction for those trying to acquire a second language.”

This research also speaks to the long-standing debate about whether their brains have separate networks for language and music, according to Peter Pfordresher, PhD, a UB professor of psychology and one of the paper’s co-authors.

“This paper isn’t the final say on that debate, but they seem to have the same network at work for both behaviors,” he says. “We might rely on different features of that network depending on whether we’re in a language or a music situation. If you’re attuned to paying attention to pitch through learning a tonal language or through music, that training is going to help you in either situation.”

The research team recruited 127 participants for the study: Mandarin and English speakers, both with and without a background in music. The researchers created 96 short sentences in each language phrased as both a statement and a question — “The children can’t sleep,” for instance.

The authors then used computer software to create pitch patterns based on the spoken sentences, and then composed short melodies based on the pitch of each syllable. Participants listened to and then vocally reproduced these synthetic pitch patterns and melodies, but never heard the original spoken sentences.

After collecting data, the researchers calculated the differences between target pitch and what participants produced.

“Musicians were more accurate in matching absolute pitch across syllables and musical notes than non-musicians,” says Honda. “Mandarin speakers were more accurate at imitating changes within and across pitch patterns compared to English speakers.

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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