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 : Salesforce-Certified-Identity-and-Access-Management-Designer
Exam Name : Certified Identity and Access Management Designer
Vendor Name : Salesforce
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Salesforce-Certified-Identity-and-Access-Management-Designer exam Format | Salesforce-Certified-Identity-and-Access-Management-Designer Course Contents | Salesforce-Certified-Identity-and-Access-Management-Designer Course Outline | Salesforce-Certified-Identity-and-Access-Management-Designer exam Syllabus | Salesforce-Certified-Identity-and-Access-Management-Designer exam Objectives


The Salesforce Identity and Access Management Designer exam measures a candidates knowledge and skills related to the following objectives.



Identity Management Concepts: 28%

Describe the role(s) an identity provider and service provider play in an access control solution.

Describe common methods for how trust connections are established between two systems and the methodologies used to describe trust between an identity provider and service provider.

Given a scenario, articulate whether it describes an authentication, authorization, or accounting scenario and what Salesforce feature should be used to accomplish the task.

Given a scenario, recommend the appropriate method for provisioning users in Salesforce and other third-party services (SOAP/REST API, SAML JIT, Identity Connect, User Provisioning for Connected Apps, etc.).

Describe the risks to enterprise security that federated Single Sign-on solutions aim to address.

Given a scenario, troubleshoot common points of failure that may be encountered in a Single Sign-on solution (SAML, OAuth, etc.).

Accepting Third-Party Identity in Salesforce: 22%

Describe the components of an identity management solution where Salesforce is accepting identity from a third party.

Given a scenario, recommend the appropriate authentication mechanism when Salesforce needs to accept Third-Party Identity (Enterprise Directory, Social, Community, etc.).

Given a scenario, recommend the appropriate method of SAML initiation to fulfill the requirements (SP-init, IdP-init.).

Describe the components of a Delegated Authentication solution.

Describe the risks of implementing delegated authentication.

Salesforce as an Identity Provider: 23%

Given a scenario, determine the most appropriate flow type to recommend when implementing an OAuth solution where Salesforce is providing identity to a third party (for example, User Agent, Web Server, JWT, etc.).

Describe the various implementation concepts of OAuth (for example; scopes, secrets, tokens, refresh tokens, token expiration, token revocation, etc.).

Describe the role(s) Connected Apps play when Salesforce needs to provide identity to a third-party system.

Given a scenario, recommend the Salesforce technologies that should be used to provide identity to the third-party system (Canvas, Connected Apps, App Launcher, etc.).

Access Management Best Practices: 15%

Describe the risks that Two-Factor Authentication mechanisms aim to mitigate.

Given a scenario, determine the most appropriate Two-Factor Authentication mechanism for an identity solution.

Given a scenario, identify the risks and mitigation strategies that session security and Two-Factor Authentication enable (for example; High Assurance Sessions, 2FA, etc.).

Salesforce Identity: 7%

Given a scenario, recommend the most appropriate Salesforce license type(s) to support the identity requirements.

Describe the role(s) Identity Connect plays in an Identity Management solution.

Community (Partner and Customer): 5%

Describe the capabilities for customizing the registration experience for external communities (for example; Branding options, self-registration, communications, etc.).



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Salesforce and exam Questions

 

7 interview questions every recruiter should ask candidates for a senior role — and the answers they should look for

  • Recruiters hiring for senior-level positions must have eager judgment when interviewing candidates.
  • An effective, streamlined interview process can help save a company time and money.
  • Experts shared seven crucial questions hiring leaders should ask — and their ideal answers.
  • This article is part of "Talent Insider," a series containing expert advice to help business owners tackle a variety of hiring challenges.
  • Thanks for signing up!

    Access your favorite courses in a personalized feed while you're on the go. get the app

    For hiring leaders at enterprise companies, asking the right interview questions is essential for successful recruiting.

    An article from the Wharton School at the University of Pennsylvania suggests the average hiring process lasts about a month, while for senior-level roles that timeline can extend to several months. Companies hiring top talent have estimated they spend three or four times a candidate's salary during the recruiting process. Having a streamlined process — especially for senior roles — can save companies time and money.

    Four human-resources and business leaders shared some important interview questions to ask candidates vying for a senior-level position — and the most telling responses.

    Asking the right interview questions is crucial

    Candidates interviewing for senior roles may go through several rounds of interviews, which can take weeks or even months. Leigh Anne Wauford, the senior director of talent management at the marketing service PureRed, advised using scenario-based questions and establishing consistent tools for feedback.

    "Trying to find efficiencies in the process while simultaneously bringing in the most qualified candidates has proven to be a juggling act," she said. "Some strategies to consider include increasing HR training on how to use more behavioral-based interview questions and implementing an interview guide and an evaluation scorecard."

    Effective interview questions can also identify hard and soft skills and determine whether the candidate would add to the company's culture.

    "Focusing too much on a checklist of achievements and technical skills rather than evaluating the candidate as a fully formed person is a major — and frequent — error," said Marc Cenedella, the founder of Leet Resumes, a résumé-assistance platform, and Ladders, a recruiting service. "Large businesses need to dig deeper than the résumé to determine specifically how this candidate has helped other organizations in the past and how those results could translate to their own company."

    The interview questions should align with the hiring profile, which may need to be tweaked after a role has been vacated.

    "The best advice for HR leaders at large companies is to stay completely current on your business strategy to ensure alignment between the strategy and the open roles," said Melanie Steinbach, the chief people officer of MasterClass. "Check in often with hiring managers to make sure that the original job specification is still relevant and make sure you are asking questions that line up with the business strategy."

    7 effective interview questions

    1. What interests you in the company?

    "This is a fundamental question," Steinbach said, "but if a candidate doesn't know anything about the company they're interviewing with, that's a red flag."

    Honesty is the best policy. If a candidate admits they don't know much about the company but mentions they've heard others speak highly of it and are eager to learn more, that's "a green flag," Steinbach said.

    2. At this stage in your career, what are you looking for in your next opportunity? How does this role and the company culture align with your expectations?

    "If they say they expect to be promoted within the next eight to 12 months and you know that your organization doesn't offer career planning or succession planning and that the person in the next-level role isn't planning to go anywhere anytime soon, the candidate's response would indicate that they might not be a good fit for the role," Wauford said.

    "Green-flag responses are those that align with your company expectations of the role or what their direct supervisor expects."

    3. Tell me about a time when you disagreed with a colleague and how you resolved the issue.

    "This prompt provides information about the candidate's conflict-resolution skills and their ability to take accountability for any part they may have played in a problem," Cenedella said.

    "When a candidate blames other people for conflict or project failures rather than taking accountability for the role they played in the situation, that's a big red flag. It can also be a red flag if they say they've never had any conflict. That either demonstrates dishonesty or passiveness."

    4. Describe a specific example of how your work impacted your company's bottom line.

    "When a candidate can't articulate the value they would bring to your business specifically, or if they don't understand the basic information about what your business does and who it serves, that's a big red flag," Cenedella said.

    "A green flag is when a candidate can provide concrete, numbers-based examples of their prior experience and how they could do something similar at your company," Cenedella added. "Good candidates should understand your company and have a vision about where they would fit into it."

    Steinbach also uses this prompt to gauge a candidate's collaborative and problem-solving abilities.

    "I look to hear about their past work examples that correlate to the scenario and 'we' versus 'I' statements," Steinbach said. "Anyone who is too 'I' focused seems less open to collaboration, which can be a potential red flag, whereas those using a mix of 'we' and 'I' show they're collaborative and able to take accountability, which can be a potential green flag."

    5. What attributes does your ideal manager possess?

    "Recruiters should ensure that the candidate's response to this question closely represents the company's culture," said Maurice Wiggins, the head of global diversity, equity, and inclusion at Google. "If the candidate's responses align with current company leadership, companies will likely retain the employee over time based on the culture fit, which is critical to retention and reducing employee turnover."

    6. What assistance do you typically receive from others you work alongside? How integral is having support and a shared workload to your success?

    "If your organization runs very lean and employees must wear many hats, someone who is used to having multiple players that are responsible for a key part of the workload may not thrive in your company culture," Wauford said.

    "What's most important during the hiring process is that there is clear communication about the needs and responsibilities of the role and how that role impacts the productivity of the team."

    7. Do you have any questions?

    "I also always leave time at the end of an interview for the candidate to ask questions, and I appreciate people who have put in thought and effort and ask questions beyond 'Tell me about your culture' or something else that's a bit generic," Steinbach said.

    "A candidate can ask about the culture but do so in a way that shows effort, such as 'I saw on your LinkedIn page that your company did X, tell me more about that,' or something that shows they care about the company."


    Prepare for the CAP Exam

    ISA offers a variety of resources to help you prepare for the Certified Automation Professional (CAP®) exam.

    Primary Textbook

    A Guide to the Automation Body of Knowledge is the primary text resource for the CAP exam and provides a complete overview of all technical topics. Order the Guide to the Automation Body of Knowledge.

    Study Guide

    The CAP Study Guide is a comprehensive self-study resource that contains a list of the CAP domains and tasks, 75 review mock test complete with justifications. References that were used for each study guide question are also provided with the question. The Study Guide also includes a recommended list of publications that you can use to do further study on specific domains. Order the CAP Study Guide.

    Review Courses

    A CAP review course is available in several formats as preparation for taking the certification exam. This course is offered by ISA and can also be offered at your location.

    ISA also has a variety of training courses that would be helpful in preparing for CAP. NOTE: The CAP exam fee is not included with the CAP review courses (EC00, EC00V, EC00E, and EC00M). Visit the Automation Professional Training page for a complete list.

    Additional Resources Exam Topics
  • Basic Continuous Control: Process Instrumentation, Analytical Instrumentation, Continuous Control, Control Valves, Analog Communications, Control System Documentation, Control Equipment
  • Basic Discrete, Sequencing, and Manufacturing Control: Discrete Input & Output Devices and General Manufacturing Measurements, Discrete and Sequencing Control, Motor and Drive Control, Motion Control
  • Advanced Control Topics: Process Modeling, Advanced Process Control, Control of Batch Processes, Environmental, Environmental Monitoring, Building Automation
  • Reliability, Safety, and Electrical: Alarm Management, Reliability, Process Safety and Safety Instrumented Systems, Electrical Installations, Safe Use and Application of Electrical Apparatus
  • Integration and Software: Digital Communications, Industrial Networks, Manufacturing Execution Systems and Business Integration, System and Network Security, Operator Interface, Data Management, Software, Custom Software
  • Deployment and Maintenance: Operator Training, Checkout, System Testing, and Startup, Troubleshooting, Maintenance, Long-Term Support and System Management
  • Work Structure: Automation Benefits and Project Justifications, Project Management and Execution, Interpersonal Skills
  • CAP demo Questions

    Questions on the exam were derived from the genuine practice of automation professionals as outlined in the CAP Role Delineation Study and job task analysis. Using interviews, surveys, observation, and group discussions, ISA worked with automation professionals to delineate critical job components to develop exam specifications to determine the number of questions related to each domain and task tested. This rigorous program development and ongoing maintenance process ensures that CAP certification accurately reflects the skills and knowledge needed to excel as an automation professional.

    The following six questions were taken from the CAP exam question item bank and serve as examples of the question type and question content found on the CAP exam.

  • The method by which the tasks and hazards associated with a machine or process are analyzed is known as:
  • A. Risk exam.
  • B. Machine exam.
  • C. Risk reduction.
  • D. Risk abatement.
  • To test controller tuning or prototype new control strategies offline, the model should be a(an):
  • A. Tie-back (loopback) simulation.
  • B. Artificial neural network.
  • C. Dynamic process simulation.
  • D. Steady state process simulation.
  • The temperature measurement with the BEST repeatability and resolution is the:
  • A. Thermocouple.
  • B. Resistance temperature detector (RTD).
  • C. Dial thermometer.
  • D. Capillary system.
  • Which of the following is NOT a variable speed drive setup parameter?
  • A. Acceleration rate.
  • B. Motor winding type.
  • C. Output frequency.
  • D. Maximum speed.
  • A complete test plan for system integration testing MUST include:
  • A. Comments for the application programmer.
  • B. Multiple test cases for each mode of operation.
  • C. At least five test cases for each test.
  • D. Expected results for each test case.
  • Frequency of maintenance should be determined by:
  • A. Failure rates of components.
  • B. Availability of personnel and parts.
  • C. Management targets for efficiency and productivity.
  • D. Effectiveness of maintenance personnel.
  • Sample Questions Answer Key Question Number Correct Answer Exam Content Outline 1 A Domain 1, Task 4 2 C Domain 2, Task 2 3 B Domain 3, Task 3 4 B Domain 4, Task 7 5 C Domain 5, Task 5 6 A Domain 6, Task 2

    Building Skills: Deep Dive into Salesforce Admin and Developer Courses

    No result found, try new keyword!In the ever-evolving landscape of proactive technology, professionals often find themselves with a strong desire for significant growth. Salesforce administration is an area that presents an internal ...
     


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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