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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The-Open-Group OGEA-103 : TOGAF Enterprise Architecture Combined Part 1 and Part 2 exam Questions, MCQs and Practice Test

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Exam Number : OGEA-103
Exam Name : TOGAF Enterprise Architecture Combined Part 1 and Part 2
Vendor Name : The-Open-Group
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Total MCQs : Check Questions

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OGEA-103 exam Format | OGEA-103 Course Contents | OGEA-103 Course Outline | OGEA-103 exam Syllabus | OGEA-103 exam Objectives


Exam Code: OGEA-103
Exam Name: TOGAF Enterprise Architecture Combined Part 1 and Part 2
Part 1: TOGAF Enterprise Architecture Foundation
Format: Multiple-choice questions
Number of Questions: 40
Duration: 60 minutes (maximum)
Passing Score: 60% (24/40 correct)
Open Book: Closed book (no reference materials allowed)

Part 2: TOGAF Enterprise Architecture Certified
Format: 8 scenario-based- open-response questions (candidates select and apply relevant TOGAF concepts to real-world situations)
Duration: 90 minutes (maximum)
Passing Score: 60% (approximately 24/40 scored points- as each question is worth 5 points)
Open Book: Open book (access to the TOGAF Standard- 10th Edition electronic reference is permitted)
Total Duration: 150 minutes

Part 1: TOGAF Enterprise Architecture Foundation (Level 1)

1. Concepts-"- Understand the purpose and benefits of enterprise architecture (e.g.- aligning business strategy with IT- reducing complexity- enabling agility).
- Core principles: Architecture as a discipline- enterprise vs. solution architecture- and the role of TOGAF in holistic EA.
- Key concepts: Architecture domains (Business- Data- Application- Technology)- interoperability- and sustainability."

2. Definitions-"- Master TOGAF terminology: e.g.- artifact- deliverable- building block- viewpoint- view- stakeholder- concern.
- Definitions related to the ADM: Iteration- partition- and conformance.
- Distinguish between baseline/current architecture and target/future architecture states."

3. Introduction to the ADM-"- Overview of the ADM as a high-level process for developing enterprise architecture.
- ADM phases: Preliminary- A (Architecture Vision)- B (Business Architecture)- C (Information Systems Architectures)- D (Technology Architecture)- E (Opportunities & Solutions)- F (Migration Planning)- G (Implementation Governance)- H (Architecture Change Management)- and Requirements Management (central process).
- ADM guidelines: Iteration- levels (strategic- segment- capability)- and security considerations."

4. Introduction to ADM Techniques-"- Stakeholder management basics: Identifying concerns and developing tailored views.
- Architecture partitioning: Dividing architectures into manageable segments.
- Gap analysis: Comparing baseline and target architectures to identify gaps."

5. Introduction to Applying the ADM-"- Scoping the architecture effort: Defining boundaries- time horizons- and priorities.
- Integration with enterprise architecture maturity models.
- Applying ADM in different contexts: e.g.- agile environments- digital transformation- or hybrid integrations."

6. Introduction to Architecture Governance-"- Purpose of governance: Ensuring compliance- managing risk- and supporting decision-making.
- Key elements: Architecture Board- compliance reviews- and governance framework.
- Relationship to enterprise governance and IT governance."

7. Architecture Content-"- Framework for content: Metamodel- content metamodel- and deliverables.
- Building blocks: Reusable components (e.g.- catalogs- matrices- diagrams).
- Architecture views and viewpoints: Tailoring content for stakeholders."

8. TOGAF Content Framework-"- Structure of the TOGAF Content Framework: Entities- relationships- and taxonomy.
- Use of the framework to organize architecture outputs across domains."

9. TOGAF Reference Models-"- Technical Reference Model (TRM): Core services- interfaces- and communications infrastructure.
- Integrated Information Infrastructure Reference Model (III-RM): Focus on boundaryless information flow.
- Boundaryless Information Flow: Enabling seamless data exchange."

10. TOGAF Certification Program-"- Overview of TOGAF certifications: Levels- conformance requirements- and recertification.
- Relationship to the broader Open Group ecosystem."

Part 2: TOGAF Enterprise Architecture Practitioner (Level 2)

1. The Context for Enterprise Architecture-"- Role and scope of EA: Initiating architecture projects- establishing the EA team- and defining architecture principles.
- Establishing the architecture capability: Skills framework- tools- and organizational structure.
- Applying TOGAF in diverse environments (e.g.- integrating with Zachman- ArchiMate- or agile/DevOps)."

2. Stakeholder Management-"- Stakeholder identification and mapping: Concerns- attitudes- and engagement strategies.
- Developing architecture views: Customizing outputs to address stakeholder needs.
- Techniques: Influence/interest grids- tailored communications- and managing expectations."

3. Phase A: The Starting Point (Architecture Vision)-"- Developing the vision: Business scenarios- stakeholder buy-in- and high-level requirements.
- Risk exam and opportunity identification.
- Outputs: Vision document- approved statement of architecture work- and initial business case."

4. Architecture Development (Phases B- C- D)"-"- Phase B (Business Architecture): Developing baseline/target business models- gap analysis- and business principles.
- Phase C (Information Systems Architectures): Data and application architectures; logical/physical modeling; integration strategies.
- Phase D (Technology Architecture): Technology standards- infrastructure selection- and migration considerations.
- Common techniques: Gap analysis- use-case modeling- and architecture definition increments."

5. Implementing the Architecture (Phases E- F- G)"-"- Phase E (Opportunities & Solutions): Consolidating gaps- evaluating implementation options- and roadmap development.
- Phase F (Migration Planning): Prioritizing projects- developing migration plans- and resolving conflicts.
- Phase G (Implementation Governance): Compliance reviews- architecture contracts- and deployment management.
- Interoperability and migration roadmaps."

6. Architecture Change Management (Phase H)-"- Monitoring change: Detecting events- assessing impact- and prioritizing changes.
- Change process: Repetition of ADM phases- updating the architecture repository.
- Managing disruptions: Risk mitigation and change requests."

7. Requirements Management-"- Central role in ADM: Capturing- prioritizing- and tracing requirements.
- Techniques: Requirements repositories- traceability matrices- and baselining.
- Integration across phases: Ensuring requirements drive architecture evolution."

8. Supporting the ADM Work-"- Architecture Content Framework Application: Using metamodels for deliverables across phases.
- Partitioning: Segmenting architectures for scale and focus.
- Guidelines & Techniques: Iteration (across phases)- levels (strategic/segment/capability)- security architecture- and applying iteration to the ADM.
- Migrating from TOGAF 9 to TOGAF 10: Key changes- such as enhanced agile support and digital focus."



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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