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-Master-Certified test Format | Scrum-Master-Certified Course Contents | Scrum-Master-Certified Course Outline | Scrum-Master-Certified test Syllabus | Scrum-Master-Certified test Objectives

Exam Number : Scrum Master Certified

Exam Name : Scrum Master Certified

Exam structure: questions from all chapters, testing both
understanding as well as identification

Question structure: multiple choice

Extensive examination practice and feedback is included in the

Students will receive an examination link at end of the training. The
examination consists of:

• 40 compulsory questions; No negative marking

• One hour

Participants will become familiar with the concepts, advantages, and
challenges of the Scrum methodology.

• Participants will be equipped with the knowledge needed to be the
Scrum Master or developer in their organizations and help their
organizations adopt Scrum methodology. Furthermore, participants
will develop an understanding of all the roles in Scrum.

• Participants will have experience carrying out a Scrum project
through simulated case studies.

• Participants will gain knowledge to identify and anticipate issues
related to the practical implementation of scrum.

• Participants will be armed with the proper tools to address, resolve,
and take the lead on Scrum issues in their organizations.

Introduction to SCRUM and AGILE

• Introduction to Agile

• Overview of Adaptive Project Management
and comparison with Waterfall

• History of Agile and Overview of the various methods of
Agile Product Development

• Overview of SCRUM, characteristics of SCRUM

• Advantages of using SCRUM

• End of chapter quiz

Roles in SCRUM

• Overview of SCRUM roles

• Product Owner- Roles and Responsibilities

• Scrum Master- Roles and Responsibilities

• Development Team- Roles and Responsibilities

End of chapter quiz

Planning in SCRUM

• Overview of SCRUM process flow

• SCRUM Pre-project Meeting: overview, Product Vision

• Product Backlog: overview, developing the Backlog

• User Stories: overview, layout, developing User Stories

• Release Planning: overview and guidelines

• End of chapter quiz

Sprint Planning Meeting

• Overview of Sprint Planning Meeting

• Objective definition and task estimation

• Sprint Backlog: overview, developing the Backlog

• Estimation of tasks: planning estimation game

• Product Backlog Grooming: overview, need, grooming

• Acceptance Criteria for User Stories

• End of chapter quiz

Daily Scrum and Post-Sprint Meetings

• Daily Stand-up Meetings: overview, attendees

• Rules for conducting Daily Stand-ups.

• Sprint Burn Down Chart- description, relevance
and advantages

• Sprint Review Meeting: overview, attendees,

• Sprint Retrospective Meeting: overview,
attendees, rules

• End of chapter quiz

Practical Implementation Considerations for

• SCRUM for large projects: implementation

• Chief Product Owner: responsibilities and roles
in large projects

• Transition to SCRUM: resistance to change,
implementation considerations

• Mapping traditional roles to SCRUM

• Distributed teams in SCRUM

• Maintaining stakeholder involvement

• End of chapter quiz

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Why is becoming a Scrum Master a great career option?

Why is becoming a Scrum Master a great career option?

As an Agile Consultant, I think this is a great question, and I’m often asked why becoming a Scrum Master is a great career choice. 🚀  So, in this article, I will address this popular question circling the Agile sphere.

So why is becoming a Scrum Master a great career option? 🤔

The Scrum Master – A Stellar Step on the Leadership Track

Here’s my perspective: Firstly, I feel like the Scrum Master is the first next step for a team member on the leadership track.  🌟

The Scrum Master role is the perfect stepping stone for any team member on their journey to leadership. Imagine donning the gold shirt in Star Trek – it signifies your ambition to move forward, take on more significant accountabilities and demonstrate your leadership capability.   You want to demonstrate to your organization that you can lead.

Demonstrating Leadership Before Position

But remember, you have to demonstrate that leadership before you get the position. 🎯

Leadership isn’t granted with a title. It’s earned through action. If you’ve been a long-time team member, irrespective of your speciality – coding, testing, operations, or documentation, your focus should be enhancing your team’s effectiveness.  💼

Striving for Excellence in Your Domain

As a professional, you’ve been thinking, “How can you help your team be more effective?” as an individual, as an expert on that team. Logically, team members will look to you for some of those answers.

Now, what does this mean?

Let’s say you’re a whiz at automation. You’re demonstrating leadership if you’re constantly striving to make processes slicker to deliver more value to customers.

You’re showing that you’re knowledgeable and capable, and in doing so, you’re naturally transitioning into the Scrum Master role.  🌟And by adding more value, you are demonstrating that leadership ability. 🏆

Picking Up Accountabilities

Once the team respects you, and respects your ability to help them become way better, then that will be seen hopefully in the organization.

As a Scrum Master, you pick up accountabilities that perhaps nobody else addresses. Once you’re there and your team respects your ability to enhance their effectiveness, your leadership will go from strength to strength.  🎯

Scrum Master – Your First Step on the Leadership Ladder

So, if you ask me, the Scrum Master role is the starting point on the leadership track for any team member. From there, your journey can take you wherever you wish to go within your organization.

Remember, every organization has a unique flow, but the Scrum Master is a universally recognized and respected step on the leadership ladder. 📈

Intrigued about becoming a Scrum Master?

Join their Agile and Scrum courses to gain more knowledge and skills and make your first move on your leadership journey!

Master the skills needed to excel in your role and help your team to deliver excellent results.

Keep leading, keep growing! 🚀

Naked Agility is an #agile consultancy that specializes in #scrumtraining, #agilecoaching and #agileconsulting to help teams evolve, integrate, and continuously improve.

We recognize the positive impact that a happy AND inspired workforce can have on customer experience, and they actively help organizations to tap into the power of creative, collaborative, and high-performing teams that is unique to #agile and #scrum environments.

If you are interested in #agiletraining, visit https://nkdagility.com/training/

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(Enforcer Andrew Peters has taken and delivered his fair share of hits during his three-year tenure with the Buffalo Sabres.   After appearing in a career high 54 games during 2006-07, Peters ranked second on the team with 125 penalty minutes behind Adam Mair. 

The 27-year-old native of St. Catharines, Ont. sat down with Sabres.com to talk about his off-season regiment and the Sabres upcoming camp.)

Q:  Prior to 2006-07, you lost 30 pounds to be better suited for the new style of play in the NHL.  How has your workout this off-season compared to last?

A: This summer, Doug (McKenney) let me go loose a little bit and lift a lot more weights.  I think I'll come in probably around the same weight, but I'll have more muscle mass, and hopefully, will lose a little more fat weight.

Q:  Having appeared in a career-high 54 games last season, what is your goal heading into training camp?

A:  Nothing.  I'm not really one for setting goals.  I just want to go out and play.  As far as coming into camp, I just want to be in shape.  For me that's not really a goal.  It's more mandatory than anything else.  I would like to be anywhere under 230 and nine percent body fat. 

Q:  Because of your size, do you have to work harder to reach a certain size more so than a smaller player?

A:  It was a struggle last year because I had to learn how to do it.  Once you buy into the system, as far as diet and jumping on the bike to burn a few extra calories, all that stuff is just a bonus.  The battle is learning how to lose weight.  Believing in what you're doing is going to make you lose weight is the hardest part.  That was the toughest thing for me last year.  The transition this year has been a lot easier.

Q:  Do you think people understand that hockey players really do work year round?

A:  I don't know.  A lot of people think it's great because they have their summers off.  But it's important for people to know that during the summer they are working just as hard, if not harder, than during the season.  We're just trying to prepare ourselves. 

It's a competition once you come to training camp.  Everyone wants to be in the best shape and everyone wants to be the best player on the ice.  That's what makes it hard in the summer time, knowing that you've got to come into camp in the best shape possible. 

We work probably 11 months out of the year.  They get about a month off to do whatever they want and relax.  But as far as the rest of the time, it's all business.

Q:  Having played two seasons under the new rules, do you think players have gotten accustomed to the new NHL?

A:  I think there are still a few things out there that they need to adjust to, but for the most part everyone has figured it out and understand it.

Q:  Has your role changed since the lockout?

A:  No.  I know what my role is and I know what I'm here for.  It may have changed a little bit in terms of conditioning.  Pre-lockout, guys could get away with being 240 or 250 pounds.  That was with the red line.  With no red line, the game is a lot faster.   In my role, you'll find guys weighing less to get quicker. 

Fighters are definitely working more on their skill than their fighting.  Everyone knows if you can fight or not, but the real question is if you can play the game and keep up.  That's most important now.  You have to be able to contribute.  Not just on the scoreboard, but just to be on the ice without become a liability.

Q:  Do you think fighting will always be a part of hockey?

A:  It doesn't look like it's leaving for the next few years with all the [fighters] signing two and three year deals. 

If it does, it won't be for a while.

But I think it will always be a part of the game.  The fans would be disappointed because it's definitely something that they love.  It's been part of the game forever.  If you take that out then you get rid of some grit.  People love to see the hard-hitting grittiness. 

Q:  Who do you think will be the team's captain(s) this season?

A:  I don't know.  That's a really tough question.  Personally, with the leadership they have in the locker room, there isn't doesn't deserve a letter on his sweater.  I'm not trying to be politically correct.  I'm being totally honest.  I think that everybody on their team deserves a letter because everyone leads in a different way.  With the leadership they have in the locker room, you can't pinpoint just one guy and say he's the captain.


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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 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.


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:


  • 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


  • 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