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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Scrum PSPO-II : Professional Scrum Product Owner II ACTUAL EXAM QUESTIONS

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Exam Number : PSPO-II
Exam Name : Professional Scrum Product Owner II
Vendor Name : Scrum
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PSPO-II test Format | PSPO-II Course Contents | PSPO-II Course Outline | PSPO-II test Syllabus | PSPO-II test Objectives

Exam Specification: Professional Scrum Product Owner II (PSPO-II)

Exam Name: Professional Scrum Product Owner II
Exam Code: PSPO-II
Exam Duration: 120 minutes
Passing Score: 85%
Exam Format: Multiple-choice, multiple-answer

Course Outline:

1. Product Owner Role and Responsibilities
- Deep understanding of the Product Owner role
- Collaborating with stakeholders and development team
- Defining and prioritizing product backlog items
- Maximizing the value delivered by the product

2. Product Strategy and Vision
- Defining product vision and roadmap
- Setting product goals and objectives
- Creating a compelling product strategy
- Aligning the product with business goals

3. Product Backlog Management
- Eliciting and capturing product requirements
- Creating user stories and acceptance criteria
- Prioritizing and ordering the product backlog
- Refining and estimating backlog items

4. Release Planning and Forecasting
- Creating release plans and release goals
- Estimating release timelines and capacities
- Monitoring and adjusting release plans
- Managing dependencies and risks

5. Product Value and Metrics
- Identifying and measuring product value
- Defining and tracking key product metrics
- Conducting product experiments and A/B testing
- Continuously improving the product based on feedback

Exam Objectives:

1. Demonstrate an advanced understanding of the Product Owner role and responsibilities.
2. Apply effective techniques for product strategy and vision definition.
3. Master the art of product backlog management, including requirements elicitation and prioritization.
4. Develop proficiency in release planning and forecasting.
5. Understand the importance of product value and metrics in driving product success.
6. Apply Scrum principles and practices to maximize the value delivered by the product.

Exam Syllabus:

Section 1: Product Owner Role and Responsibilities (20%)
- Deep understanding of the Product Owner role
- Collaborating with stakeholders and development team
- Defining and prioritizing product backlog items
- Maximizing the value delivered by the product

Section 2: Product Strategy and Vision (20%)
- Defining product vision and roadmap
- Setting product goals and objectives
- Creating a compelling product strategy
- Aligning the product with business goals

Section 3: Product Backlog Management (30%)
- Eliciting and capturing product requirements
- Creating user stories and acceptance criteria
- Prioritizing and ordering the product backlog
- Refining and estimating backlog items

Section 4: Release Planning and Forecasting (15%)
- Creating release plans and release goals
- Estimating release timelines and capacities
- Monitoring and adjusting release plans
- Managing dependencies and risks

Section 5: Product Value and Metrics (15%)
- Identifying and measuring product value
- Defining and tracking key product metrics
- Conducting product experiments and A/B testing
- Continuously improving the product based on feedback

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Scrum Product syllabus

SAFe® 5.0 Product Owner/Product Manager

As the demand for SAFe expertise accelerates globally, there is a growing focus on Product Owners and Product Managers and the critical role they play in a SAFe implementation and successful delivery of value at the team and program level. The POPM credential is a must have certification for Product Owners and Product Managers looking to boost their value in today’s career marketplace.

Business Analysts and Continuous Improvement Leads

Product Managers, Product Line Managers, Product Owners, and Business Owners

Solution Managers, Portfolio Managers, Program Managers, PMO personnel, and Process Leads

Enterprise, System, and Solution Architects

All are welcome to attend the course, regardless of experience. However, the following prerequisites are highly recommended for those who intend to take the SAFe Product Owner/Product Manager (POPM) certification exam: attendance of a Leading SAFe course, experience working in a SAFe environment, and experience with Lean, Agile, or other relevant certifications.

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Allen Woo, People Developer Extraordinaire, Demystifies the Crucial Role of Product Owner in Scrum

Allen Woo, a people developer extraordinaire, is shedding light on the crucial role of the Product Owner in Scrum, a popular agile framework for project management. With his deep expertise and passion for fostering effective teamwork, Woo demystifies the responsibilities and significance of the Product Owner in achieving successful project outcomes.

Scrum is an agile project management framework widely adopted by businesses to deliver high-value products and services. At the core of Scrum lies the Product Owner, a critical role responsible for maximizing the value of the product and effectively managing the team's work.

“As a people developer, I recognize the vital role of the Product Owner in the success of Scrum projects,” says Woo. “By empowering Product Owners with the right skills and knowledge, they enable them to guide the team towards delivering exceptional results.”

In demystifying the role of the Product Owner, Woo explores the key responsibilities and skills required for success:

Product Vision and Strategy: The Product Owner is responsible for defining and communicating the product vision to the development team. They must have a clear understanding of market trends, customer needs, and business goals to set the product's strategic direction.

Backlog Management: Creating and managing the product backlog is a core responsibility of the Product Owner. This involves prioritizing features, user stories, and tasks to ensure the team works on the most valuable items first.

Stakeholder Management: The Product Owner acts as the bridge between the development team and stakeholders. Effective communication with stakeholders is crucial to understand their requirements and expectations and relay progress updates.

User-Centric Approach: A successful Product Owner puts the needs of end-users at the forefront of decision-making. They must empathize with users, gather feedback, and continuously seek ways to Excellerate the product's usability and value.

Decision Making: Product Owners make critical decisions throughout the project lifecycle. They must be decisive, considering various factors such as project constraints, business goals, and customer feedback.

Cross-Functional Collaboration: The Product Owner collaborates with the development team, Scrum Master, and other stakeholders to align on project goals, provide clarity, and address challenges.

Continuous Learning: Agile environments require adaptability and a willingness to learn. A successful Product Owner continuously educates themselves on emerging trends, industry best practices, and customer preferences.

Negotiation Skills: Balancing competing interests and expectations requires strong negotiation skills. Product Owners must find solutions that satisfy stakeholders while maintaining the project's overall vision.

Effective Prioritization: With limited resources and time, the Product Owner must prioritize tasks and features based on their impact and alignment with business goals.

Embracing Feedback: A growth mindset is essential for Product Owners, as they must be open to feedback and use it to refine and enhance the product continuously.

Woo's dedication to people development and effective teamwork is evident in his approach to guiding Product Owners. Through mentoring, workshops, and training sessions, he equips Product Owners with the skills and mindset needed to excel in their roles.

“Investing in the development of Product Owners yields immense benefits for Scrum projects,” adds Woo. “When Product Owners are equipped to lead effectively, the entire team thrives, delivering exceptional outcomes and fostering a culture of collaboration.”

Beyond his contributions to the Scrum methodology, Woo is a proponent of continuous improvement and building high-performing teams. He champions a collaborative and inclusive approach, fostering an environment where team members can thrive and achieve their full potential.

As the world of project management continues to evolve, the role of the Product Owner remains a pivotal element in achieving successful project outcomes. Woo's expertise and passion for people development serve as a guiding force, empowering Product Owners to embrace their responsibilities and drive projects toward success.

About Allen Woo

Allen Woo is a self-taught expert in business and personnel management. Originally from Canada, he has spent much of his adult life honing his innate motivation and personal growth skills. Woo dedicates his time to helping businesses and individuals Excellerate daily interactions, constantly exploring new methods to motivate and enhance teams.

— WebWireID309334 —

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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