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 : SIAMF
Exam Name : BCS Service Integration and Management Foundation
Vendor Name : Exin
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SIAMF exam Format | SIAMF Course Contents | SIAMF Course Outline | SIAMF exam Syllabus | SIAMF exam Objectives


Format of the Exam

 60 minute ‘closed book

 40 multiple choice questions

 Pass mark is 26/40 (65%)

The examination will be based on the syllabus in this document. exam questions will
be drawn from all syllabus in the syllabus, and coverage of any given course can be expected to
be in proportion to the amount of time allocated to that course in the syllabus.



Question Weighting

Syllabus Area Target number of questions

1. Introduction 4

2. SIAM Roadmap 8

3. SIAM Roles and Responsibilities 4

4. SIAM Management Practices 6

5. SIAM Processes 7

6. SIAM Challenges and Risks 7

7. SIAM Other Practices 2

Total 40 Questions



BCS EXIN Foundation Certificate in SIAM™ Syllabus



Objectives

Candidates should be able to demonstrate knowledge of the fundamental concepts of
Service Integration and an understanding of bringing together multiple service providers to
strive for a common goal, in order to support the client organisations agreed objectives for
service delivery.

Specific Learning Objectives of the SIAM™ Foundation Certificate

 Introduction to Service Integration and Management (SIAM)

 SIAM implementation roadmap

 SIAM and its relation to other management practices

 SIAM roles and responsibilities

 SIAM practices

 Processes to support SIAM

 SIAM challenges and risks



The following roles could be interested in this module:

 Chief Strategy Officers (CSOs)

 Chief Information Officers (CIOs)

 Chief Technical Officers (CTOs)

 Service Managers

 Service Provider Portfolio Strategists/Leads

 Process Managers

 Project Managers

 Change Managers

 Service Level Managers

 Business Relationship Managers

 Program Managers

 supplier Managers

 Service Architects

 Process Architects

 Business Change Practitioners and

 Organizational Change Practitioners



Syllabus

For each top-level area of the syllabus a percentage and K level is identified. The
percentage is the exam coverage of that area, and the K level identifies the maximum level
of knowledge that may be examined for that area.

1. Introduction to Service Integration and Management [SIAM] (15%, K2)

1.1 The candidate can outline the SIAM fundamentals

The candidate can:

1.1.1 outline the purpose and value of a SIAM approach

1.1.2 describe (business) drivers for SIAM

1.2 The candidate can describe the SIAM methodology and the various structures
suggested for the service integrator layer.

The candidate can:

1.2.1 explain the SIAM layers

1.2.2 describe the SIAM structures, advantages and disadvantages for a
hybrid service integrator, an internally and an externally sourced service
integrator and a lead supplier integrator

2. Service Integration and Management Implementation Roadmap (20%, K2)

2.1 The candidate can list the SIAM implementation key stages and explain the
main objectives and activities of these stages.

The candidate can:

2.1.1 distinguish between the different SIAM implementation key stages

2.1.2 outline the main objectives, triggers, inputs, activities and outputs in the
discovery and strategy stage

2.1.3 outline the main objectives, triggers, inputs, activities and outputs in the
plan and build stage

2.1.4 outline the main objectives, triggers, inputs, activities and outputs in the
implement stage

2.1.5 outline the main objectives, triggers, inputs, activities and outputs in the
run and Strengthen stage

3. Service Integration and Management roles and responsibilities (10%, K2)

3.1 The candidate knows the different SIAM roles and their responsibilities (6%)

The candidate can:

3.1.1 explain SIAM roles and responsibilities.

3.1.2 explain the SIAM structural elements.

4. Service Integration and Management practices (15%, K2)

4.1 The candidate can explain different practices of SIAM

The candidate can:

4.1.1 describe the people practices of managing cross functional teams.

4.1.2 describe the process practices of integrating processes across service
providers

4.1.3 describe the measurement practices of enabling and reporting on End
to End Services

4.1.4 describe the technology practices of creating a tooling strategy

5. Processes to support Service Integration and Management (17,5%, K2)

5.1 The candidate understands processes in a SIAM ecosystem
The candidate can:

5.1.1 outline the function of processes in a SIAM ecosystem

5.2 The candidate understands the objectives and SIAM considerations of the main
processes that support Service Integration and Management

5.2.1 indicate what the process purpose is

5.2.2 outline the SIAM considerations

6. Service Integration and Management challenges and risks (17,5%, K2)

6.1 The candidate understands the main challenges within a SIAM ecosystem,
their associated risks and potential mitigation

The candidate can:

6.1.1 describe the importance of building the business case, the associated
risks and mitigations.

6.1.2 describe the importance of culture, collaboration and cooperation, the
associated risks and mitigations.

6.1.3 describe the importance of level of control and ownership, the
associated challenges and mitigations

6.1.4 outline the importance of security, the associated risks and mitigations

6.1.5 describe the challenges associated with measuring success and its
mitigations

6.1.6. describe the importance of trust/eliminating micro-management and
level of control, the associated risks and mitigations

6.1.7 define the commercial challenges, the challenges with legacy contracts
and their mitigations

7. Service Integration and Management and other practices (5%, K2)

7.1 The candidate can outline the importance of other practices to SIAM

The candidate can:

7.1.1 describe the contribution of the following frameworks and standards to a SIAM ecosystem: IT service management including ITIL® and ISO/IEC 20000, Agile, including Agile Service Management, DevOps, COBIT® and Lean.




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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