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-SP : PMI Scheduling Professional ACTUAL EXAM QUESTIONS

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Exam Number : PMI-SP
Exam Name : PMI Scheduling Professional
Vendor Name : PMI
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PMI-SP test Format | PMI-SP Course Contents | PMI-SP Course Outline | PMI-SP test Syllabus | PMI-SP test Objectives


The Project Management Institute (PMI) ® offers a professional credential for project schedulers, known as the PMI Scheduling Professional (PMI-SP)®. PMIs professional credentialing examination development processes stand apart from other project management certification examination development practices. PMI aligns its process with certification industry best practices, such as those found in the Standards for Educational and Psychological Testing.



Although many of the domains, tasks, knowledge, and skills outlined by the PMI-SP test Content Outline are also covered by the Practice Standard for Scheduling and PMBOK® Guide, there are some that are unique to the PMI-SP test Content Outline. Candidates studying for the examination will certainly want to include the current edition of the Practice Standard for Scheduling and PMBOK® Guide as two of their references, and would be well advised to read other current titles on project scheduling.



Schedule Strategy 14%

Schedule Planning and Development 31%

Schedule Monitoring and Controlling 35%

Schedule Closeout 6%

Stakeholder Communications Management 14%

Total 100%



Domain 1: Schedule Strategy (14% of examination)


Task 1 Establish project schedule configuration management policies and
procedures incorporating best practices, regulations, governing standards
and organization policies, and procedures to ensure accessibility, storage,
retrieval, maintenance, change control, and baseline schedule control.


Task 2 Develop schedule approach, based on the unique characteristics of the
project, including enterprise environmental factors and organizational
process assets, in order to define schedule requirements.


Task 3 Establish scheduling policies and procedures regarding methodology,
selection of a scheduling tool, scheduling parameters, performance
thresholds, activity granularity, presentation format, earned value
management (EVM) implementation, analysis techniques, and approval
requirements by using resources such as organizational process assets and
project documents in order to develop the schedule management plan and
standardize operational procedures.


Task 4 Develop the scheduling-related components for project management plans
(for example, integration, scope, cost, quality, resources, communication,
risk, and procurement management), through review of contract
requirements, in order to integrate scheduling activities into the overall
project management process.


Task 5 Provide information about project scheduling objectives and goals, the role of
the scheduler, and scheduling procedures to project team members to
facilitate effective participation in the project.

Knowledge and Skills:

 Applicable contract requirements, regulations, and governing standards

 Schedule control processes (for example, baseline control, status update procedure, variance thresholds)

 Scheduling development concepts (for examples, coding, work breakdown structures, organizational breakdown structure, resource breakdown structures)

 Project charter



Domain 2: Schedule Planning and Development (31% of examination)


Task 1 Develop the work breakdown structure (WBS), organizational breakdown
structure (OBS), control accounts (CA), and work packages through
communication with subject matter experts and stakeholders and analysis of
the contractual commitments in order to ensure completion of the project
scope.


Task 2 Define activities and milestones through communication with subject matter
experts, decomposition, and application of scheduling policies and
procedures to identify and document the work to be performed.


Task 3 Estimate activity durations, utilizing subject matter experts and scheduling
techniques such as three-point estimate, parametric, analogous and/or
Program Evaluation and Review Technique (PERT) in order to develop an
overall schedule model.


Task 4 Sequence activities, incorporating defined dependencies (internal, external,
and cross programs) milestones, and constraints (for example, calendars,
geography, contracts), in order to develop a logical, dynamic schedule model.


Task 5 Identify critical and near-critical path(s) using techniques such as Critical
Path Method, Critical Chain, Program Evaluation and Review Technique
(PERT), and Monte Carlo simulation in order to meet project delivery date
requirements.


Task 6 Develop the project resource breakdown structure (RBS), determine resource
availability, and assign resources to activities by working with functional
managers, project managers, and project team members in order to define the
resource constrained schedule.


Task 7 Adjust schedule model based upon resource availability, available budget,
and other known constraints in order to calculate the resource constrained
schedule.


Task 8 Align schedule with the overall program plan or integrated master plan (IMP),
through review of enterprise objectives and contract documentation, in order
to ensure accomplishment of overall program objectives.


Task 9 Analyze major milestones against statement of work (SOW), the contract,
and/or memorandum of understanding, to assess whether schedule model
delivery estimates meet required deadlines.


Task 10 Perform schedule risk analysis using quantitative tools or techniques (for
example, what-if scenarios, Monte Carlo simulation) in order to determine if
project milestone dates are achievable within acceptable risk tolerances.


Task 11 Obtain a consensus of the project customer, sponsor, project manager, and
project team members, in order to establish an approved baseline schedule.


Task 12 Establish the Performance Measurement Baseline (PMB), using organizational
processes and standard techniques, in order to enable performance measurement and management.


Knowledge and Skills:

 Scope statements, including deliverables and deadlines

 Work breakdown structure (WBS)

 Organizational breakdown structure (OBS)

 Resource breakdown structure (RBS)

 Cost structure as related to schedule development

 Activity definition

 Activity execution techniques (duration/time, effort/work)

 Dependency relationship types (Finish to Start, Start to Finish, Finish to Finish, Start to Start)

 Leads and lags

 Prioritization within the schedule model

 Resource groups

 Resource calendars

 Resource allocation techniques

 Activity Network Diagram (AND)

 Precedence Diagramming Method (PDM)

 Capacity requirements/resource requirements

 Contingency reserve or buffer (funds, budget, or time)

 Cost and schedule integration

 Schedule baselining

 Performance Measurement Baseline (PMB)

 Inter-project Dependencies

 Milestone definition

 Schedule model components

 Schedule risk-assessment techniques (for example, Monte Carlo simulation, PERT)



Domain 3: Schedule Monitoring and Controlling (35% of examination)


Task 1 Collect activity status at defined intervals from activity owners via reports,
meetings, inspections, or other standard procedures in order to update and
review the project progress.


Task 2 Collect resource information and updates via reports, timesheets, meetings,
inspections, or other standard procedures in order to report on resource
utilization and availability.


Task 3 Perform schedule analysis and audit, on in-house and subcontractor
schedules, using industry standards, guidelines and best practices in order to
identify and report project schedule, status, changes, impacts or issues.


Task 4 Identify alternative project execution options, using tools and techniques
such as what-if scenario analyses, in order to optimize the schedule.


Task 5 Incorporate approved risk mitigation activities into the schedule, by utilizing
defined change control processes, in order to establish a new performance
measurement baseline (PMB).


Task 6 Update the schedule model and document schedule baseline changes,
received through formal change-control processes, in order to maintain an
accurate schedule and facilitate forensic schedule analysis, if required.


Knowledge and Skills:

 Progress measurement techniques (for example, percent complete, actual/remaining duration, estimate to complete)

 Industry standards, guidelines, and best practices with respect to activity status update frequency, format, and content

 Metrics to monitor, analyze, and control the schedule

 Cost and schedule reserve analysis

 Activity prioritization

 Available data, logical data organization/relationships within data elements

 Electronic file storage and retrieval standards

 Resource breakdown structure (RBS)

 Resource calendars

 Resource groups

Resource allocation techniques

 Schedule risk analysis

 Project schedule change control

 Reserve analysis

 Knowledge of ongoing audit analysis

 Activity Network Diagram (AND)

 Precedence Diagramming Method (PDM)

 Schedule risk test techniques (for example, Monte Carlo simulation, Program and Evaluation Review Technique [PERT])
Schedule and cost variance management



Domain 4: Schedule Closeout (6% of examination)


Task 1 Obtain final acceptance of the contractual schedule components, by working
with sponsor and/or customer, in order to facilitate project closeout.


Task 2 Evaluate final schedule performance against baseline schedule, scheduling
approach and the implementation, using standard scheduling tools and
techniques, including solicitation of feedback from stakeholders, in order to
identify lessons learned and develop best practices.


Task 3 Update the organizational process assets, through documentation of
identified lessons learned and best practices, in order to Improve business
processes.


Task 4 Distribute final schedule reports, including earned value management (EVM)
calculations and variance analysis, to stakeholders in order to facilitate
project closeout.


Task 5 Archive schedule files (for example, final schedule model, schedule
management plan, periodic status reports, schedule change log), as per
defined procedures in order to satisfy contractual requirements and prepare
for potential forensic schedule analysis.


Knowledge and Skills:

 Contractual schedule components

 Schedule close-out procedures

 Feedback techniques

 Schedule review techniques

 Schedule issue management

 Transition planning



Domain 5: Stakeholder Communications Management (14% of examination)


Task 1 Develop and foster relationships with project stakeholders, consistent with
the communication management plan, in order to enhance support for the
project schedule.


Task 2 Generate and maintain visibility of project schedule, by working with the
project manager and/or stakeholders, in order to maintain stakeholder
support.


Task 3 Provide senior management and other stakeholders with verbal and written
schedule status updates and impact on schedule of corrective actions, as
defined by the communication management plan, in order to maintain
stakeholder awareness.


Task 4 Communicate schedule issues that could impact delivery of project scope or
adherence to the schedule management plan, in order to elevate awareness to
relevant stakeholders.


Knowledge and Skills:

 Targeting communications to senior management

 Methods and techniques used to maintain visibility of project schedule Elements of the communication management plan Oral and written communication tools and techniques

 Targeting communications to intended audience

 Presentation tools and techniques

 Negotiation

 Facilitation

 Cultural sensitivity and diversity

 Conflict resolution

 Project life cycle

 Stakeholder-impact analysis

 Change management/control

 Scheduling terminology

 Organizational process assets

 Project management software

 Project management information systems

 Schedule documentation and reporting techniques

 Scheduling data management procedures (for example, archiving, storage, retrieval)

 Estimation techniques (for example, analogy based estimation, parametric estimation, historical data, expert estimation)

 Scheduling methods (for example, critical path method, critical chain, linear, agile)

 Scheduling techniques (for example, resource leveling, schedule compression, simulation)

 Earned Value Management (EVM)

 Gantt Charts

 Quantitative and qualitative schedule analysis (for example, schedule performance index, baseline execution index, float analysis)

 Problem-solving tools and techniques

 Contract schedule requirements



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PMI Professional information source

 

Best project management software in January 2024

We extensively research the key competitors within an industry to determine the best products and services for your business. Their experts identify the factors that matter most to business owners, including pricing, features and customer support, to ensure that their recommendations offer well-rounded products that will meet the needs of various small businesses.

We collect extensive data to narrow their best list to reputable, easy-to-use products with stand-out features at a reasonable price point. And they look at user reviews to ensure that business owners like you are satisfied with their top picks’ services. They use the same rubric to assess companies within a particular space so you can confidently follow their blueprint to the best project management software.

The best project management software has positive user reviews on customer review sites. Project management companies should provide customers with fast and reliable support. Using a combination of phone support, live chat and knowledge bases, customers should be able to quickly resolve issues 24/7.

Project management software should include robust mobile apps and desktop platforms that allow project managers and tasked employees to work collaboratively in real time to meet their goals and deadlines. It should be affordable compared to competitors and free versions should be offered for testing purposes. Software should include role assignment features, timelines and dependencies to ensure that project members stay on track. Various project views, such as kanban boards and gantt charts, should be available to help visualize project progress. Budgeting features should be built into the software to ensure that project managers are tracking the project’s budget along with timelines and helpful software integrations should be available to link your project management software with your other business tools.

All project management software should expand on a basic feature set that includes customizable templates, milestone tracking, expense tracking, billing and invoicing and guest/client access.


Agile Certificate Online Course

Quick Facts Online Yes Format Instructor-led (Asynchronous) Course Fee $1,795 CEUs 2.1 Course Availability 4 times per year Time to Complete 5 weeks Prerequisites None

The five-week Purdue Agile Certificate Online Course is a deep dive into the core principles and frameworks of the project management methodology.

Developed by subject matter experts in project management and aligned with the Agile Practice Guide of the Project Management Institute, this standalone course equips learners with the latest Agile tools and methods, enhancing their ability to drive project success and Improve customer satisfaction.

In this asynchronous program, learners view on-demand lecture videos and complete practical assignments that will deepen their understanding of Agile concepts and tools. They’ll have the opportunity to engage with their instructor and peers through discussion boards. The program is supplemented by two key textbooks: Agile Practice Guide from the Project Management Institute and Agile Project Management: 2 Books in 1 by Sam Ryan.

Request Information

To learn more about Purdue University’s online Agile Certificate Online Course and download a free brochure, fill out this form. You can also call (888) 390-0499 to speak to one of their program advisors.

* All Fields are Required. Your Privacy is Protected.

Purdue University respects your right to privacy. By submitting this form, you consent to receive emails and calls from a representative of Purdue University, which may include the use of automated technology. Consent is needed to contact you, but is not a requirement to register or enroll.

Are you enrolling from outside the U.S.? Click here.

“In designing the Agile Certificate Online Course, they made sure to closely follow the Project Management Institute (PMI) global standards. Learners can use this content to prepare for their certifications, and it ensures that they’re up on the latest and greatest tools and techniques.”

Rachel Lamb, Agile Instructor

Course Curriculum and Modules

The 100% online, instructor-led Agile Certificate Online Course is conducted in the Brightspace online environment. Learners will complete two to three modules per week, for a total of 12 modules.

Week One
  • Introduction
  • Agile vs. Traditional Project Management
  • Agile Mindset
  • Week Two
  • Project Life Cycles
  • Implementation Preparation
  • Week Three
  • Implementing Agile
  • Managing Agile
  • Week Four
  • Scrum
  • Kanban
  • Additional Agile Approaches
  • Week Five
  • Measuring Agile Projects
  • Ensuring Success
  • Learners can expect to spend an average of four to five hours each week on assignments, depending on prior knowledge and experience. Most course materials will be provided in Brightspace, but learners are responsible for purchasing their textbooks.

    Agile projects have a 64% success rate, compared to a 49% success rate for waterfall.

    Zippia, Agile Statistics

    Program Outcomes

    Upon completion of the program, learners will be able to:

  • Define Agile project management and the benefits of using Agile approaches
  • Summarize the Agile mindset and Agile Manifesto and how they both contribute to project success
  • Describe how to prepare for effective Agile implementation, including key tools needed for a successful Agile approach
  • Explain methods used to manage Agile projects
  • Describe popular Agile approaches, including Scrum, Kanban, Extreme Programming (XP) and Scrumban
  • Explain measurement methods to ensure ongoing success
  • The Agile Certificate Online Course is advantageous to anyone who manages projects, regardless of industry. Current project managers, those interested in moving into a project management position and individuals who require Agile knowledge in their roles — including business analysts, marketing strategists and software engineers — will all benefit from this program.

    After completing this course, some learners go on to pursue their Agile Certified Practitioner (PMI-ACP)® certification through the Project Management Institute (PMI). Others choose to build on their skills with Purdue’s Project Management Essentials and PMP® test Preparation courses, with the goal to sit for the Project Management Professional (PMP)® certification exam.

    Learners who are already PMI-ACP certified earn 2.1 continuing education units, which they can apply toward maintaining certification.

    One career option for course completers is Scrum master. These individuals are part of a Scrum team working to meet sprint goals and are well versed in Agile methodology and the Scrum approach. The average annual salary for Scrum masters is upwards of $107,000.

    Frequently Asked Questions About Agile and the Agile Certificate Online Course What is Agile?

    Agile methodology is an adaptable type of project management. It has many frameworks for implementation, but at its core, it is about being flexible, collaborative and efficient. Teams work in short cycles, or iterations, to develop small parts of a project over time. This approach allows teams to respond quickly to changes and continuously Improve the product based on feedback. Agile works best for projects with shifting requirements and for those where not all requirements are known.

    What are the benefits of completing this course with Purdue rather than learning about Agile myself?

    The Purdue Agile Certificate Online Course is an instructor-led program, meaning you’ll benefit from having a subject matter expert available for guidance whenever you have a question or need further examples to aid in your comprehension.

    Additionally, the Agile program is a paced program, with assignments due on a weekly basis to keep you on track.

    What is Agile certification?

    The Project Management Institute (PMI) offers an Agile Certified Practitioner (PMI-ACP)® certification. The PMI-ACP® is the PMI’s fastest-growing certification and demonstrates your mastery of Agile practices and principles to employers. Obtaining this certification can lead to a 33% increase in median salary.

    The Purdue Agile Certificate Online Course meets the PMI-ACP® test prerequisite for 21 contact hours of training in Agile practices. Because the course focuses on the PMI’s Agile Project Guide, it also prepares you for the content you will find on the exam.

    For more details about how to get Agile certified, including Agile certification cost, visit the PMI website.

    What other certifications will this program prepare me for?

    Completing the Agile Certificate Online Course is valuable in preparing for the Project Management Professional (PMP)® test through the PMI. According to the PMI, half of the questions on the PMP test focus on Agile or hybrid project management approaches.

    Find more answers on their full project management FAQs page, or contact a program advisor at PMonline@purdue.edu or (888) 390-0499.

    Course Instructor Rachel Lamb, PMP

    Rachel Lamb is the designer and instructor for the Agile Certificate Online Course. Both PMP® and Lean Six Sigma Black Belt certified, Rachel’s focus throughout her career has been on process improvement and project management. She is available to assist learners with questions throughout the program. Visit their instructors page to learn more about Rachel.


     




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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