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 : PMI-002
Exam Name : Certified Associate in Project Management (CAPM)
Vendor Name : PMI
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PMI-002 test Format | PMI-002 Course Contents | PMI-002 Course Outline | PMI-002 test Syllabus | PMI-002 test Objectives


Introduction to Project Management (6%)
Understand the five project management process groups and the processes within each group
Recognize the relationships among project, program, portfolio, and operational management
Define a typical project lifecycle
Understand the function and importance of tailoring for different projects

Project Environment (6%)
Identify the factors and assets that may impact the outcome of a project
Distinguish between organizational systems
Understand the purpose and activities of a Project Management Office
Recognize the hierarchy of projects, programs and portfolios

Role of the Project Manager (7%)
State the primary functions of a project manager
Understand a project managers sphere of influence
Identify the major elements included in the PMI triangle
Recognize the difference between leadership and management

Project Integration Management (9%)
Understand the seven project management processes in the project integration management knowledge area
Identify the input, tools, techniques and outputs defined in the seven processes in project integration management
Understand the purpose of project integration management and the project managers role within it
Identify concepts and procedures related to project change management
Identify tailoring consideration in project integration management and recognize key documents
Identify methods for project integration and knowledge management

Project Scope Management (9%)
Understand the six project management processes in the project scope management knowledge area
Identify the Input, tools, techniques and outputs defined in the six processes in project scope management
Identify key concepts and tailoring consideration for project scope management, and key roles in scope management
Identify the purpose and elements of a Work Breakdown Structure (WBS) for both Product and Project scope
Understand project scope management for agile/adaptive projects, including the use of prototypes

Project Schedule Management (9%)
Define the six project management processes in the project schedule management knowledge area
Identify the Input, tools, techniques and outputs defined in the six processes in project schedule management
Solve simple network diagrams problems and perform basic scheduling calculations
Identify considerations for agile/adaptive environments in project schedule management

Project Cost Management (8%)
Understand the four project management processes in the project cost management knowledge area
Identify the Input, tools, techniques and outputs defined in the four processes in project cost management
Identify key concepts in project cost management, including tailoring and special considerations for agile/adaptive environments
Understand and apply basic forecasting and earned value methods for project cost management

Project Quality Management (7%)
Understand the three project management processes in the project quality management knowledge area
Identify the Input, tools, techniques and outputs defined in the three quality management processes
Understand the reasons for and approaches to adapting quality management in different project environments
Identify quality tools and approaches for continuous improvement

Project Resource Management (8%)
Define the six project management processes in the project resource management knowledge area
Identify the Input, tools, techniques and outputs defined in the six processes in project resource management
Identify key concepts and trends in project resource management, including tailoring and special considerations for agile/adaptive environments
Identify techniques for developing a team, managing conflict, and resolving resource-related problems
Understand the components of a resource management plan and data representation techniques for managing project resources

Project Communication Management (10%)
Understand the three project management processes in the project communication management knowledge area
Identify the Input, tools, techniques and outputs defined in the three project communication management processes
Identify key concepts and approaches in project communication management, including tailoring and special considerations for agile/adaptive environments
Recognize the dimensions of communication and components of a communications management plan
Identify communications skills and methods for project communication management

Project Risk Management (8%)
Understand the seven project management processes in the project risk management knowledge area
Identify the Input, tools, techniques and outputs defined in project risk management
Identify the key documents in project risk management
Perform simple risk calculations
Recognize when and how to adjust risk based on the project environment

Project Procurement Management (4%)
Understand the three processes in the project procurement management knowledge area
Identify the Input, tools, techniques and outputs defined in the three project procurement processes
Identify key concepts and tailoring considerations for project procurement management, including trends and emerging practices
Identify various types of contracts, agreements, and source selection methods

Project Stakeholder Management (9%)
Understand the four project management processes in the project stakeholder management knowledge area
Identify the Input, tools, techniques and outputs defined in the four project stakeholder management processes
Recognize key stakeholders roles and needs
Identify the key concepts and benefits of stakeholder management



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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