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 : CPCM
Exam Name : NCMA Certified Professional Contracts Manager (CPCM) 2025
Vendor Name : Financial
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CPCM test Format | CPCM Course Contents | CPCM Course Outline | CPCM test Syllabus | CPCM test Objectives


Exam : CPCM

Exam Name : Certified Professional Contracts Manager

Questions : 150

Passing Scores : 70%

Duration : 1 hr 30 min.



KE Questions cover the following areas;
------------------------------------
- Oral and Written Communication Techniques
- Effective Listening Techniques
- Self-Awareness Techniques
- Team Leadership Techniques
- Customer Relationship Management (CRM) Techniques
- Networking Techniques
- Decision-Making Techniques
- Critical-Thinking Techniques
- Conflict Management Techniques
- Succession Planning Techniques

- Management Tools and Techniques
- Generally Accepted Accounting Principles
- Analysis of Financial Statements
- Principles of Budgeting
- Principles of Economics
- Principles of Marketing
- Life Cycle Management
- Change Management Strategies
- Principles of Financial Management
- Principles of Project Management
- Risk Analysis and Mitigation Strategies
- Principles of Supply Chain Management

- Defining Team Roles and Responsibilities
- Problem-Solving Techniques
- Strategic Planning and Execution
- Forms of Legal Relationships
- Organizational Regulations, Codes, Policies, and Procedures
- Professional Standards of Conduct and Codes of Ethics
- Classes of Agents
- Basis of Authority of Agents to Act
- Contract Law
- Contract Funding Laws, Policies, and Procedures
- Intellectual Property

- Requirements Identification Techniques
- Elements of Planning
- Market Research Techniques and Tools
- Lifecycle Management
- Performance-Based Acquisition
- Unique Organizational Pre-Award Practices
- Electronic Contracting Tools
- Organizational and Personal Conflict of Interest Identification and Mitigation Strategies
- Types of Contracts

- Other Contracts, Agreements, and Arrangements
- Methods to Solicit Offers
- Contract Incentives
- Contract Financing Options
- Legal Entity Structures
- Elements of a Solicitation Package
- Elements of a Proposal Package
- Proposal Evaluation Factors
- Owner-Provided Property

- Contract Negotiation Strategies and Tactics
- Proposal Evaluation Techniques
- Unique Organizational Award Practices
- Pricing and Payments
- Price and Cost Analysis
- Contract Format Methods
- Documentation Techniques to Mitigate Risk

- Types of Contract Changes
- Contract Change Management
- Elements of a Subcontract Package
- Subcontract Management Techniques
- Legal Dispute Resolution
- Alternate Dispute Resolution Methods
- Forms of Contract Termination
- Unique Organizational Post-Award Practices
- Inspection and Acceptance
- Quality Assurance Principles
- Quality Management Principles
- Types of Audits
- Contract Close-Out Procedures

- Career Planning and Development
- Professional Development Techniques
- Goal Setting
- Skills Gap Analysis
- Developing a Learning Organization
- SWOT Analysis
- Knowledge Transfer Evaluation Techniques
- Life Balance Tools and Techniques
- Innovation Development and Implementation Techniques

- Understand the pre-award phase of contract management.
- Develop acquisition strategies.
- Conduct market research and analysis.
- Define requirements and specifications.
- Assess risks and develop risk mitigation plans.

- Acquisition planning
- Market analysis
- Requirements development
- Risk management
- Contract types (fixed-price, cost-reimbursement, etc.)
- Source selection planning

- Understand the solicitation and award process.
- Develop requests for proposals (RFPs) and invitations for bids (IFBs).
- Evaluate proposals and bids.
- Negotiate terms and conditions.
- Ensure compliance with regulations and policies.

- Solicitation methods
- Proposal preparation and evaluation
- Negotiation techniques
- Contract pricing and cost analysis
- Terms and conditions (T&Cs)
- Federal Acquisition Regulation (FAR) and other regulatory frameworks

- Manage contract performance and deliverables.
- Monitor compliance with contract terms.
- Handle modifications and change orders.
- Resolve disputes and claims.
- Ensure proper documentation and reporting.

- Performance monitoring
- Contract modifications
- Dispute resolution
- Payment and invoicing processes
- Quality assurance and control
- Subcontract management

- Finalize contract deliverables and obligations.
- Conduct audits and inspections.
- Resolve outstanding issues.
- Document lessons learned.
- Ensure proper contract closure.

- Final delivery and acceptance
- Financial closeout
- Audit and inspection processes
- Lessons learned documentation
- Contract file management

- Understand ethical principles in contract management.
- Apply professional standards and codes of conduct.
- Handle conflicts of interest.
- Promote transparency and fairness.

- NCMA Code of Ethics
- Ethical decision-making
- Conflict of interest management
- Professional responsibility

- Understand legal principles governing contracts.
- Ensure compliance with federal, state, and local regulations.
- Handle intellectual property (IP) and data rights.
- Address labor laws and environmental regulations.

- Contract law fundamentals
- Intellectual property rights
- Data rights and protection
- Labor laws (e.g., Service Contract Act, Davis-Bacon Act)
- Environmental regulations

- Understand financial principles in contract management.
- Manage budgets and costs.
- Analyze pricing and payment structures.
- Ensure financial compliance and reporting.

- Cost analysis and pricing
- Budgeting and forecasting
- Payment structures (progress payments, milestone payments, etc.)
- Financial reporting and audits

- Identify and assess risks in contract management.
- Develop risk mitigation strategies.
- Monitor and control risks throughout the contract lifecycle.

- Risk identification and exam
- Risk mitigation planning
- Risk monitoring and control
- Contingency planning

- Acquisition Planning
- Request for Proposal (RFP)
- Invitation for Bid (IFB)
- Federal Acquisition Regulation (FAR)
- Fixed-Price Contract
- Cost-Reimbursement Contract
- Change Order
- Performance Work Statement (PWS)
- Termination for Convenience

- Termination for Default
- Subcontract
- Intellectual Property (IP)
- Data Rights
- Service Contract Act (SCA)
- Davis-Bacon Act
- Risk Mitigation
- Lessons Learned
- Audit
- Ethics
- Compliance



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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