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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PMI PMI-100 : Certified Associate in Project ACTUAL EXAM QUESTIONS

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Exam Number : PMI-100
Exam Name : Certified Associate in Project
Vendor Name : PMI
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PMI-100 test Format | PMI-100 Course Contents | PMI-100 Course Outline | PMI-100 test Syllabus | PMI-100 test Objectives

CAPM test CONTENT OUTLINE (Learning Objectives)
1. Introduction to Project Management (6%)
1.1 Understand the five project management process groups and the processes within each group
1.2 Recognize the relationships among project, program, portfolio, and operational management
1.3 Define a typical project lifecycle
1.4 Understand the function and importance of tailoring for different projects
2. Project Environment (6%)
2.1 Identify the factors and assets that may impact the outcome of a project
2.2 Distinguish between organizational systems
2.3 Understand the purpose and activities of a Project Management Office
2.4 Recognize the hierarchy of projects, programs and portfolios
3. Role of the Project Manager (7%)
3.1 State the primary functions of a project manager
3.2 Understand a project managers sphere of influence
3.3 Identify the major elements included in the PMI triangle
3.4 Recognize the difference between leadership and management
4. Project Integration Management (9%)
4.1 Understand the seven project management processes in the project integration management knowledge area
4.2 Identify the input, tools, techniques and outputs defined in the seven processes in project integration management
4.3 Understand the purpose of project integration management and the project managers role within it
4.4 Identify concepts and procedures related to project change management
4.5 Identify tailoring consideration in project integration management and recognize key documents
4.6 Identify methods for project integration and knowledge management
5. Project Scope Management (9%)
5.1 Understand the six project management processes in the project scope management knowledge area
5.2 Identify the Input, tools, techniques and outputs defined in the six processes in project scope management
5.3 Identify key concepts and tailoring consideration for project scope management, and key roles in scope management
5.4 Identify the purpose and elements of a Work Breakdown Structure (WBS) for both Product and Project scope
5.5 Understand project scope management for agile/adaptive projects, including the use of prototypes
6. Project Schedule Management (9%)
6.1 Define the six project management processes in the project schedule management knowledge area
6.2 Identify the Input, tools, techniques and outputs defined in the six processes in project schedule management
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
6.4 Identify considerations for agile/adaptive environments in project schedule management
7. Project Cost Management (8%)
7.1 Understand the four project management processes in the project cost management knowledge area
7.2 Identify the Input, tools, techniques and outputs defined in the four processes in project cost management
7.3 Identify key concepts in project cost management, including tailoring and special considerations for agile/adaptive environments
7.4 Understand and apply basic forecasting and earned value methods for project cost management
8. Project Quality Management (7%)
8.1 Understand the three project management processes in the project quality management knowledge area
8.2 Identify the Input, tools, techniques and outputs defined in the three quality management processes
8.3 Understand the reasons for and approaches to adapting quality management in different project environments
8.4 Identify quality tools and approaches for continuous improvement
9. Project Resource Management (8%)
9.1 Define the six project management processes in the project resource management knowledge area
9.2 Identify the Input, tools, techniques and outputs defined in the six processes in project resource management
9.3 Identify key concepts and trends in project resource management, including tailoring and special considerations for agile/adaptive environments
9.4 Identify techniques for developing a team, managing conflict, and resolving resource-related problems
9.5 Understand the components of a resource management plan and data representation techniques for managing project resources
10. Project Communication Management (10%)
10.1 Understand the three project management processes in the project communication management knowledge area
10.2 Identify the Input, tools, techniques and outputs defined in the three project communication management processes
10.3 Identify key concepts and approaches in project communication management,
including tailoring and special considerations for agile/adaptive environments
10.4 Recognize the dimensions of communication and components of a communications management plan
10.5 Identify communications skills and methods for project communication management
11. Project Risk Management (8%)
11.1 Understand the seven project management processes in the project risk management knowledge area
11.2 Identify the Input, tools, techniques and outputs defined in project risk management
11.3 Identify the key documents in project risk management
11.4 Perform simple risk calculations
11.5 Recognize when and how to adjust risk based on the project environment
12. Project Procurement Management (4%)
12.1 Understand the three processes in the project procurement management knowledge area
12.2 Identify the Input, tools, techniques and outputs defined in the three project procurement processes
12.3 Identify key concepts and tailoring considerations for project procurement management, including trends and emerging practices
12.4 Identify various types of contracts, agreements, and source selection methods
13. Project Stakeholder Management (9%)
13.1 Understand the four project management processes in the project stakeholder management knowledge area
13.2 Identify the Input, tools, techniques and outputs defined in the four project stakeholder management processes
13.3 Recognize key stakeholders roles and needs
13.4 Identify the key concepts and benefits of stakeholder management

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PMI in study tips

August PMIs Fall More Than Expected: Manufacturing Contracts, Services Ebb, Raising Economic Concerns

No result found, try new keyword!The S&P Global US Manufacturing PMI fell from 49 in July to 47 in August, well below market expectations of 49.3. This marks the second-largest monthly decline in 2023. Reduced new sales prompted ...

Soft skills key to the evolving workplace, survey finds

Dive Brief:

As work continues to change, from companies embracing hybrid models to integrating artificial intelligence into the workflow, employers say soft skills remain of high importance for all workers, according to the results of Business Name Generator’s The Future of Soft Skills in the Workplace study released Thursday. Of the 1,000 employees and managers surveyed, 84% said prospective employees need to have — and demonstrate during the hiring process that they have — soft skills.

For new hires, the top soft skills to have are communication, problem solving and time management, respondents said. When it comes to existing employees looking to advance, the most valuable skill is leadership, per the survey.

“The introduction of new technologies like AI has catalyzed the shift in demand for specific skills, requiring employees to deepen their existing skill sets or acquire new ones. Many of these will be soft skills, the personal attributes and non-technical skills that describe how people work and interact with others,” Katrina Haggarty, a Business Name Generator spokesperson, said in a news release.

Dive Insight:

Advances in technology haven’t erased a need for what a Pearson survey released in April referred to as “human” skills. Workers will need skills like problem solving, decision making and teamwork to find positions, the survey found.

“Even though there is talk of AI and automation taking over jobs, the study goes to show that human skills are still invaluable in the eyes of employers,” Business Name Generator’s Haggarty said.

Companies that choose to invest in the training and development of these skills can see a return on investment, according to a Feb. 9 Skills Compass Report 2023 from Coursera and The Burning Glass Institute. The report identified skills like risk management and project management as solid investments because, while the cost to develop these skills is high, the payoff can last as long as a person’s entire career.

Construction Project Management – Postgraduate Diploma in Construction

Massey University’s Postgraduate Diploma in Construction (Construction Project Management) is a pathway to in-depth research at a master's level.

The qualification gives you the opportunity to show your analytical thinking and your high-level research capability.

Key project management skills

Your learning focuses on front-end general project management issues such as development, finance, planning and scheduling, contract and stakeholder management. The qualification provides both disciplinary and integrative education in the areas of constructibility, costs, scheduling and ethics.

Research-led learning from industry experts

You’ll learn from senior faculty members and industry experts. Their lecturers and supervisors come from a range of relevant sectors. International participants feature strongly in all intakes, and the wide mix of expertise allows for you to have meaningful exchanges and interaction at the postgraduate level.

Flexibility

The curriculum is flexible to meet your unique study preferences with a full-time option offered over one year. The part-time option allows you to work while you study via block study mode.

A global perspective

The built environment affects, and is affected by, many external influences. During this qualification, you’ll gain a global perspective of the social, political and ethical influences on construction. You’ll also learn how to overlay these in your decision-making process.

Your learning takes place in an environment of diversity, integrity and transparency. The environment replicates and reflects the standards of the construction management profession itself. You’ll learn how to lead relevant local, national, and global outreach and engagement to optimise benefits to the industry and community.

Not just more of the same

Postgraduate study is not just ‘more of the same’ undergraduate study. It takes you to a new level in knowledge and expertise, especially in planning and undertaking research.

Further study

If you complete the qualification at a satisfactory level you may be able to proceed to the Master of Construction. If so, credits you have gained through this qualification may be credited to the master's qualification.

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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