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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SOA S90.01A : Fundamental SOA & Service-Oriented Computing exam Dumps

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Exam Number : S90.01A
Exam Name : Fundamental SOA & Service-Oriented Computing
Vendor Name : SOA
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S90.01A exam Format | S90.01A Course Contents | S90.01A Course Outline | S90.01A exam Syllabus | S90.01A exam Objectives

Exam: S90.01A Fundamental SOA & Service-Oriented Computing

Exam Details:
- Number of Questions: The exam consists of approximately 40 multiple-choice questions.
- Time: Candidates are given 60 minutes to complete the exam.

Course Outline:
The S90.01A Fundamental SOA & Service-Oriented Computing exam focuses on assessing professionals' understanding of the fundamental concepts and principles of Service-Oriented Architecture (SOA) and service-oriented computing. The course covers the following topics:

1. Introduction to SOA
- Key concepts and principles of SOA
- Benefits and value proposition of SOA
- Service-oriented architecture vs. traditional architectures
- SOA reference architecture

2. Service-Oriented Analysis and Design
- Service identification and modeling
- Service-oriented analysis techniques
- Service composition and orchestration
- Design patterns for SOA

3. Service-Oriented Technologies and Platforms
- Web services standards (SOAP, WSDL, UDDI)
- RESTful services and APIs
- Service containers and registries
- Messaging and event-driven architectures

4. Service-Oriented Governance and Quality Assurance
- Service governance principles and practices
- Service versioning and compatibility
- Service lifecycle management
- Service-level agreements (SLAs) and quality metrics

Exam Objectives:
The exam aims to assess candidates' understanding and proficiency in the following areas:

1. Fundamental concepts and principles of SOA
2. Service-oriented analysis and design techniques
3. Knowledge of service-oriented technologies and platforms
4. Understanding of service-oriented governance and quality assurance

Exam Syllabus:
The exam syllabus covers the following topics:

- Introduction to SOA
- Key concepts and principles of SOA
- Benefits and value proposition of SOA
- Service-oriented architecture vs. traditional architectures
- SOA reference architecture

- Service-Oriented Analysis and Design
- Service identification and modeling
- Service-oriented analysis techniques
- Service composition and orchestration
- Design patterns for SOA

- Service-Oriented Technologies and Platforms
- Web services standards (SOAP, WSDL, UDDI)
- RESTful services and APIs
- Service containers and registries
- Messaging and event-driven architectures

- Service-Oriented Governance and Quality Assurance
- Service governance principles and practices
- Service versioning and compatibility
- Service lifecycle management
- Service-level agreements (SLAs) and quality metrics

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SOA SOA Question Bank

The Top 6 Questions Facing Quick-Service Restaurants Today

There are some eternal truths in the quick-service restaurant industry: Margins are thin. Good employees are hard to find. Customers are demanding. And there is never enough staff or time in the day. But the tools and approaches they have to address these challenges are always evolving, and they seem to be in the middle of a supercharged boom in terms of quick-service innovations. From mobile ordering to robotic servers, from data mining to ghost kitchens, there are new ideas everywhere you look.

And that presents its own challenge. How do restaurant operators identify when to focus on the fundamentals and when to try something new? What challenges are most important to solve? And how can it all work together?

My company, Delaget, has some ideas regarding that last point. They offer a single dashboard that collects and presents data from the many systems used to operate restaurants, aggregates data from multiple locations, and puts the data into context to help owners and managers make better business decisions. That means they also have a unique birds-eye view of the challenges and solutions in play today and feedback from their customers (who include many of the country’s top quick-service franchisees).

It's in that capacity that I want to share what I currently see as the six key questions facing quick-service restaurants today, and some thoughts on where you will find answers.

How do I make operations more efficient and profitable?

This of course is the big question, and the answers to the other questions are part of the answer. But at a higher level, there are two areas to focus on: Tracking and cross-referencing all the data you can and looking for automation opportunities. Data tracking helps flag areas of loss or inefficiencies so you can address them, but it’s not always simple to analyze; that’s an area where the explosion in artificial intelligence will soon play a major role. Automation is one space where they are seeing a great deal of innovation to help simplify everything from making food to running payroll.

How can technology give me new insights?

A good place to start is by getting more from the technologies you already have, like drive-thru timers, transaction detail, and video. Enhanced value comes from the ability to match them up. One example: With the right systems, you may be able to match a negative customer comment—say, forgotten fries—to a specific transaction. By looking at the POS and cameras, this could reveal more insight: Maybe the fries really were forgotten. Maybe you can prove they were delivered. Maybe it’s a telltale sign of employee theft. What you find changes what action you need to take.

How do I attract and retain good employees?

Based on what they are seeing, it’s not just about salaries. Employees can compare these in an instant and usually aren’t casting a wide geographic net, so the going rate for labor will be pretty well set. The bigger effort is around building a culture where people want to work. That might mean offering unique benefits, doing team-building activities that make your restaurant a fun place to be, or even positioning a job in your restaurant as a start of a culinary career and helping interested employees advance in that field.

How should I address the rise in delivery orders?

Delivery is here to stay, and the relationship between quick-service restaurants and the delivery aggregators is a complex one that must be mastered. The innovations that I find interesting are the ones that benefit both parties—creating special pick-up lanes or counters to Excellerate efficiency, or creating policies to treat drivers like customers, walking them through and confirming the order before handing it off. This reduces erroneous orders and increases customer satisfaction, to the benefit of everyone.

What is my growth strategy?

Restaurant owners have a few paths to consider. Some owners like to diversify by bringing on additional brands. The downside here is the need to maintain separate systems and multiple logistics streams. Expanding your footprint with the same brand means your success can be affected by changes and issues at the franchisor level, but you may gain greater efficiency by centralizing more of your back-office operations. Also watch for the rise of ghost kitchens—no-storefront operations that produce food just for delivery, without the same zoning requirements or costs found at an eat-in restaurant.

How will I finance growth and investments?

With the rise in interest rates and lease costs, it’s not as easy financially to expand into a new storefront. I expect to see redevelopment and refurbishment of stores making up a bigger part of the activity among franchise owners—it’s a proven way to increase sales, even if the store offering and staff are unchanged, and a chance to introduce new technologies and systems. Some are also using this as a chance to change to formats that better fit today’s environment, with more drive-thru and delivery lanes and smaller eat-in areas.

It’s both a challenging and exciting time to be in the quick-service business. Increasingly, owners can’t just cut costs to Excellerate profitability; growing profits requires smart investments. Your answers to these questions will vary, but every owner should be asking themselves these questions today as they prepare for their future.

Jason Tober is the CEO of Delaget.

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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