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Which type of automatic remediation can be performed by the PTA in case of a suspected credential theft security event?
A. Password change
B. Password reconciliation
C. Session suspension
D. Session termination Answer: A,C,D
Reference: https://docs.cyberark.com/Product-Doc/OnlineHelp/PAS/Latest/en/Content/PTA/SecurityÂConfiguration.htm Question: 131
dbparm.ini is the main configuration file for the Vault.
B. False Answer: A,B
Reference: https://docs.cyberark.com/Product-Doc/OnlineHelp/PAS/Latest/en/Content/PASREF/DBParm.ini.htm Question: 132
When working with the CyberArk High Availability Cluster, which services are running on the passive node?
A. Cluster Vault Manager and PrivateArk Database
B. Cluster Vault Manager, PrivateArk Database and Remote Control Agent
C. Cluster Vault Manager
D. Cluster Vault Manager and Remote Control Agent Answer: A,C,D
Digital-Cluster-Vault-Server.htm Question: 133
When a DR Vault Server becomes an active vault, it will automatically revert back to DR mode once the Primary Vault comes
A. True, this is the default behavior.
B. False, the Vault administrator must manually set the DR Vault to DR mode by setting "FailoverMode=no" in the padr.ini file.
C. True, if the AllowFailback setting is set to "yes" in the padr.ini file.
D. False, the Vault administrator must manually set the DR Vault to DR mode by setting "FailoverMode=no" in the dbparm.ini
file. Answer: A,C,D
Production-Vault.htm Question: 134
Which onboarding method is used to integrate CyberArk with the accounts provisioning process?
A. Accounts Discovery
B. Auto Detection
C. Onboarding RestAPI functions
D. PTA rules Answer: A,B,C,D
Automatically.htm Question: 135
Which file is used to open up a non-standard firewall port to the Vault?
D. Vault.ini Answer: A Question: 136
When using multiple Central Policy Managers (CPM), which one of the following Safes is shared by all CPMs?
D. PasswordManager_ADIntemal Answer: A
Reference: https://www.niap-ccevs.org/MMO/Product/st_vid11006-agd4.pdf (558)
$13$10 Question: 136
What are the functions of the Remote Control Agent service? (Choose three.)
A. Allows remote monitoring the Vault
B. Sends SNMP traps from the Vault
C. Maintains audit data
D. Allows CyberArk services to be managed (start/stop/status) remotely Answer: A,B,C,D
Administration.htm#:~:text=The%20CyberArk%20Vault%20Remote%20Control,and%20the%20Disaster%20Recovery%20Server Question: 137
In a Distributed Vaults environment, which of the following components will NOT be communicating with the Satellite Vaults?
A. AAM Credential Provider (previously known as AIM Credential Provider)
B. ExportVaultData utility
C. PAReplicate utility
D. Central Policy Manager Answer: D Question: 138
When managing SSH keys, the Central Policy Manager (CPM) stores the private key __________.
A. in the Vault
B. on the target server
C. in the Vault and on the target server
D. nowhere because the private key can always be generated from the public key Answer: A,C,D
%20SSH%20Keys.htm Question: 139
The PSM requires the Remote Desktop Web Access role service.
B. False Answer: A,B
PSM.htm Question: 140
Access control to passwords is implemented by __________.
A. Vault authorizations
B. Safe authorizations
C. Master Policy
D. platform settings Answer: A,B,C,D
Control.htm Question: 141
During the process of installing the Central Policy Manager (CPM), the Vault administrator will be asked to provide the
credentials for an administrative user in the Vault.
For which purpose are these credentials used?
A. The credentials will be used later by the CPM to retrieve passwords from the Vault.
B. The credentials are used by the installer to register the CPM in the CyberArk database.
C. The credentials are used by the installer to authenticate to the Vault and create the Central Policy Manager (CPM)
environment (Safes, users. etc.).
D. The credentials will be used later by the CPM to update passwords in the Vault. Answer: C Question: 142
What is the purpose of the password verify process?
A. To test that CyberArk is storing accurate credentials for accounts.
B. To change the password of an account according to organizationally defined password rules.
C. To allow CyberArk to manage unknown or lost credentials.
D. To generate a new complex password. Answer: A,C,D
$13$10 Question: 143
For a Safe with object level access control enabled the Vault administrator is able to turn off object level access control when it
no longer needed on the Safe.
B. False Answer: A,B
CyberArk Recertification resources - BingNews
Search resultsCyberArk Recertification resources - BingNews
https://killexams.com/exam_list/CyberArkCyberArk Doubles Down On Training With Partner Program Updates
CyberArkâ€™s 400 channel partners have been sorted into the authorized, certified and advanced tiers based solely on the number of certified employees they have in sales, pre-sales and delivery engineering.
CyberArk has revised its partner program tiers to focus solely on certifications and unveiled new training modules to help solution providers deliver pre-sales support.
The Newton, Mass.-based privileged account management vendor said the company's 400 channel partners have been sorted into the authorized, certified and advanced tiers based solely on the number of trained employees they have, according to Scott Whitehouse, VP of channels and alliances. CyberArk previously considered both certifications and sales volume when determining tier assignments, he said.
"The market opportunity has grown so aggressively for privileged account security," Whitehouse told CRN exclusively.
Authorized partners need only to have a signed contract with CyberArk, and gain access to aggressive discounts as well as the necessary personnel for a solution provider to get started. Certified partners must have two certified sales professionals and two certified pre-sales engineers, and in return receive an assigned account manager, access to demo environments, and product licenses for internal use.
Advanced partners, meanwhile, must have five certified sales professionals, five certified pre-sales engineers, and five certified delivery professionals, and in return have access to CyberArk's product management, technical support, and customer success team to provide assistance during the implementation process, Whitehouse said. CyberArk isn't disclosing how many partners are at each tier.
"This is a unique program," Whitehouse said. "It rewards partners that collaborate with us."
All CyberArk partners in North America are eligible for a 15 percent base discount, a 15 percent deal registration discount, and a 10 percent new logo discount regardless of which tier they fall into, Whitehouse said. CyberArk previously offered more discounting to top-tier partners, and didn't have as well-defined of deal registration incentives, according to Whitehouse.
CyberArk recently enhanced its certified pre-sales engineer certification to address newer features and functionality in the company's product, Whitehouse said. The company has also updated its certified deliver engineer certification to provide privileged access security in emerging fields like robotic process automation, DevOps security management, endpoint security, and digital transformation, he said.
From a marketing standpoint, Whitehouse said the company is building out campaigns that partners will be able to use to highlight CyberArk's competency in these up-and-coming areas. The roadmap is focused on demonstrating to solution providers how they can get involved with digital or in-person marketing campaigns, as well as marketing events, according to Whitehouse.
Just over 65 percent of CyberArk's business flows through the channel today, Whitehouse said, with pretty much all of the company's newer customers embracing an indirect sales motion regardless of their size. CyberArk's direct accounts are typically either legacy or strategic customers, according to Whitehouse.
Accudata Systems has worked closely with CyberArk since the start of 2017, and has seen their business with the company grow three-fold over the past year thanks to the variety of use cases addressed by the company's privileged identity tools and more opportunity to deploy CyberArk in the mid-market, said Brian DiPaolo, CTO of the Houston-based company, No. 205 on the 2019 CRN Solution Provider 500.
"Our business with CyberArk is growing substantially, and our services capability is much better," DiPaolo said.
DiPaolo praised CyberArk for implementing more robust deal registration protections and ensuring that partners that recruit new customers can consistently expect to receive best-in-class margins. He also credited the company for making their training more rigorous and time-consuming so that new employees who finished the modules don't have any gaps in their knowledge.
"It's been incredibly powerful," DiPaolo said. "When we come out of the training process, employees can actually deploy and service the product for our customers."
Tue, 16 Jul 2019 00:30:00 -0500text/htmlhttps://www.crn.com/news/security/cyberark-doubles-down-on-training-with-partner-program-updatesEducation and Training Resources
Resources for Students, Prospective Trainees, and Educators
We have a variety of education and training resources for students, prospective trainees, and educators, including science education curriculum, virtual fieldtrips in Fred Hutch labs, career profiles and a video series with information about applying to internships, and graduate school.
The "Between Two Flasks" video series is an effort by Fred Hutchinson Cancer Centerâ€™s Office of Education and Training, UW Neuroscience and Molecular and Cellular Biology PhD programs to create a comprehensive, educational series for students navigating biomedical research training and careers, including internships and graduate programs. Inspired by the "Between Two Ferns" talk show, this video series leverages the expert advice and humor of faculty, staff, and trainees to answer the most-commonly asked questions from high school students, undergraduates, and potential graduate students about navigating biomedical research education and cover Topics commonly experienced by early-stage trainees. Please continue to visit this space for new Topics and videos as we build out this project. Â
Finding the Right PhD Program
Attending Conferences as an Undergraduate
In this video, a University of Washington graduate student & the director of Molecular Medicine and Mechanisms of Disease PhD program cover what to consider when looking for the right PhD program for you - from science and mentorship to what you need beyond the science to thrive.
Have you ever considered attending a conference, but are unsure where to start? Wonder no more! Join Fred Hutch staff in discussing why undergraduates should attend conferences and how to make the most of the experience.
Post-bacc or Gap Year Opportunities
Finding the Right Graduate Degree
In this video, Fred Hutch staff answer all of your questions about the mysterious "gap year" after completing an undergraduate degree. A current Graduate Student shares her experience taking a gap year and talks us through the who, what, when, where, and why.
Graduate students and staff at the University of Washington and Fred Hutch highlight various biomedical graduate degrees. You will learn about the details, career opportunities, and experience required for the following degrees: Master in Public Health (MPH), Biomedical Doctor of Philosophy (PhD), Biomedical Master of Science (MS), and Doctorate of Medicine and of Philosophy (MD-PhD).
Anatomy of a Successful Internship
Searching for Internships
Fred Hutch staff introduce two mentor-mentee dyads who discuss their internship experiences. These mentors and their mentees share tips on how to make a good first impression, common intern mistakes to avoid, and what they consider a successful internship to be.
Fred Hutch staff discuss what to look for when searching for an internship and share online resources that our trainees find helpful when beginning to search for an internship. Then, you will hear directly from a Fred Hutch internship alumna about her experience applying to internships and tips on what aspects of a program are important to consider before applying.
Maintaining Relationships After Your Internship
Fred Hutch staff introduce two mentor-mentee dyads who share advice and best practices for continuing a relationship with your mentor or mentee after the internship has ended. You will hear directly from experienced mentors and mentees about why it is important to maintain a relationship with your mentor/mentee, the most effective ways to contact a mentor, and other tips for continuing your relationship long after the internship has ended.
Timeline for Applying to Biomedical Research Graduate Programs
Graduate students and staff at the University of Washington and Fred Hutch go over the timeline to apply for most biomedical Ph.D. research programs. You will learn about the different requirements, deadlines, and guidelines for preparing a successful application.
Experience Needed to Apply to a Biomedical Research PhD Program
Graduate Program Advisors at the University of Washington discuss the experience needed to apply to a biomedical research PhD program. You will hear about what academic and life experiences are needed or recommended, including GPA, GRE, lab work, letters of recommendations, and community participation.
Science Education Outreach Resources
The Science Education Outreach Resources are intended for high school students, teachers, and undergrads. Resources in this section include curriculum for high school students and teachers, virtual lab tours and scientific talks, as well as reading materials.Â Â
Campus Tours, Visits, and Speakers
To learn more about opportunities for campus tours, visits, and speakers and to make a request please visit ourÂ SciEd Educational ExperiencesÂ page.
Our team will check the availability of your request and reply with instructions on how to secure your request.Â
The Fred Hutch Office of Education & Training (OET) houses programs for a multitude of educational levels, including secondary school teachers, high school, undergraduate and graduate students, postbaccalaureat scholars, postdoctoral fellows, and faculty. Our quarterly newsletter brings you highlights, resources, and updates from these educational initiatives at Fred Hutch.
Last Modified, December 21, 2023
Wed, 22 Sep 2021 11:42:00 -0500entext/htmlhttps://www.fredhutch.org/en/education-training/education-and-training-resources.htmlExpect the unexpected: the key to achieving cyber resilience
Todayâ€™s modern threat actors are moving quickly. You donâ€™t have days or weeks to contain a cyber incident; you need a rapid response, and your team must remain a step ahead.
While there are several strategies an organization can deploy to prepare to contain and respond to a cyber event, an incident response (IR) plan can provide peace of mind and a roadmap to follow when time is of the essence.
IR plans can help save your team stress, time, and money during a breach and ultimately help build your organizationâ€™s cyber resilience. Itâ€™s not a matter of â€śifâ€ť youâ€™ll use your IR plan, but â€śwhen.â€ť Will you be ready?
What is an IR Plan and Why Does it Matter?
An IR plan is a playbook that outlines the steps your organization will take in the event of a cyber incident. It is designed to help security leaders and stakeholders respond to cyber incidents quickly, efficiently, and effectively. The Cybersecurity and Infrastructure Security Agency (CISA) also recommends organizations have an IR plan in place to guide actions before, during, and after a security incident.
When you are mid-incident, itâ€™s too late to determine your chain of command, develop your communications strategy, and draft legal contracts. By improving your readiness now, you can better protect yourself against potential threats in the future. Having an IR plan in place can help you:
Respond quickly and effectively to an incident: Time is vital during a cyber-attack, as you need to quickly identify, contain, and eradicate the threat to minimize its impact on your business. IR planning during non-crisis times allows you to proactively prepare your team and your business for the unexpected. Â
Reduce downtime and costs: While time and resources are of the essence during an incident, only 41% of chief executive officers (CEOs) believe they are prepared for cybersecurity crises, according to The Conference Board. A well-executed IR plan can help you reduce the time your systems are down and minimize the financial costs associated with the loss of productivity.
Build cyber resilience: An IR plan is essential to a comprehensive cybersecurity strategy. By having a plan in place, you can significantly reduce your risk of falling victim to a cyber-attack and better anticipate, withstand, recover from, and adapt to cyber stresses or compromises and achieve cyber resilience. Not only should IR plans be used to support your team reactively, but you can leverage them to be proactive as a training resource, too. You can use them as a roadmap to simulate scenarios and conduct cyber maturity reviews.
Having a cyber IR plan can also help public companies comply with the Securities and Exchange Commissionâ€™s new rules on cybersecurity risk management, strategy, governance, and incident disclosure. IR plans can help you identify and assess incidents more quickly, gather the information that you need to make accurate and timely disclosures and coordinate your response with other stakeholders.
The DNA of a Strong IR Plan
An effective IR plan, first and foremost, should be clear and easy to understand for all parties involved. Roles and responsibilities during an incident need to be clearly defined. An IR plan isnâ€™t a set-and-forget solution â€“ it is a living plan meant to be adapted, practiced, and honed over time.
There are four key components of a strong IR plan: Â
Readiness: Your IR plan should outline the steps to prepare for an incident, including identifying and developing a team of responders, conducting risk assessments, and testing and iterating on incident response procedures. While you canâ€™t always predict a cyber-attack, knowing the precise actions you would take in the event of a breach can help reduce the impact of a cyber threat on your organization.
Response: When a threat is identified, it must be responded to diligently. The IR plan should outline the steps for containment, to stop the spread of the incident and minimize the damage, as well as processes for eradication. Itâ€™s valuable to identify multiple contacts and contact methods for key stakeholders involved in the response process. One cannot assume phones and emails will not be compromised during an incident, so you must prepare additional communications channels to ensure a streamlined response. Itâ€™s important to make sure that your plan is flexible enough to adapt to different types of incidents. The threat landscape is always evolving, and your plan should be nimble enough to evolve, too.
Recovery: Every IR plan should also include a detailed recovery process that outlines how you will help the organization resume operations after an incident, including restoring data and systems and implementing new security measures to prevent future events. Unfortunately, todayâ€™s threat actors often focus on immediate post-breach targets, which can lead to incident clusters. Being prepared to jump back into response mode and deploying vulnerability management efforts at any time is critical.
Communications Support: While IR is a technical activity performed by information security teams, in the broader context of todayâ€™s data and security environment, these incidents do not stay within that teamâ€™s purview. A strong IR plan should include a communications plan that outlines how the organization will communicate with all stakeholders during and after an incident. This includes informing employees, arming service desks and call centers with approved messaging, communicating with customers, reporting to the SEC, and even speaking with the media as needed.
Even the most thoughtful plans are only as good as the team you have in place to execute against them. To achieve cyber resilience, you need a team that can prepare for, respond to, and quickly recover from cyber incidents to keep your business running with minimal disruption to workflow and processes.
Assembling Your Team
Building an in-house Cyber Incident Response Team (CIRT) that understands the unique complexities of your business and has the appropriate level of training to execute your IR plans is critical. A key component of the CIRT is the technical team, made up of IT and security professionals who will direct the containment stage of the incident while you get your response started.
You must keep your technical team up to date on the threat landscape, provide upskilling and professional development opportunities, and explore the latest protections to help keep them prepared to navigate the next incident.
Whether one person handles your IR, or youâ€™ve established a robust CIRT, you must assess not only what you know, but more importantly, what you donâ€™t. While it can be challenging, understanding your teamâ€™s limitations, what resources are missing, and which resources need improvement is imperative to building resilience.
If gaps are identified, organizations may want to consider opening an IR retainer with a trusted cybersecurity partner to help address them. An IR retainer can provide you the proactive and reactive support you need to manage cyber risk â€“ and peace of mind that you are better prepared. A strong retainer relationship is not just a response contract â€“ thatâ€™s the minimum.
A good relationship with an IR partner will provide a lifecycle of support that helps your business manage and contain the risk of future incidents.
Striving For Cyber Resilience
Cyber-attacks are inevitable, however, building an effective IR plan and a team of skilled responders, both internally and through outside partners, are keys to achieving cyber resilience. By having an IR plan on which your team(s) can rapidly activate, you can significantly reduce your risk of being the victim of a cyber-attack and minimize the impact of an incident on your business.
Handling cyber incidents appropriately is crucial for building trust with your customers, maintaining compliance, and keeping the business running smoothly with minimal disruption. As with all business risks, cybersecurity risks require upfront planning with all relevant stakeholders and putting a system of controls in place to minimize gaps and build resilience.
Fri, 05 Jan 2024 01:02:00 -0600text/htmlhttps://www.securityinfowatch.com/cybersecurity/article/53081754/expect-the-unexpected-the-key-to-achieving-cyber-resilienceAcrobat Sign Training ResourcesWed, 31 Aug 2022 13:55:00 -0500entext/htmlhttps://www.csus.edu/information-resources-technology/remote-work/acrobat-sign/training.htmlConcur Training/Travel Resources
Course: TRVLC 250
Description: This course is designed for staff who are travel delegates who arrange travel, create and review travel requests and expense reports in Concur Travel and Expense on behalf of the traveler. This course introduces participants to the electronic travel and expense system. The content ensures they have the knowledge, skills and abilities to make book travel segments and create a travel request. The expense report process is reviewed, which includes expense submission, receipt collection and reimbursements.Â Â
Audience:Â Staff who are travel delegates and act on behalf of the traveler to book travel, create travel requests and submit travel expenses
Fri, 21 Feb 2020 17:49:00 -0600entext/htmlhttps://www.purdue.edu/procurement/travel/resources/concur.phpTraining Resources
The Finance organization collaborates closely with Sponsored Program Services (SPS) and the Executive Vice President for Research and Partnerships to manage the financial aspects of externally funded research programs. SPS and Finance staff collaborate to provide account management and other financial support for Purdue researchers. Sponsored program training information targeted to business offices, campus researchers and sponsored program services staff can be found on the Training and Development section of their website.Â
Learn moreMon, 22 May 2023 23:04:00 -0500en-UStext/htmlhttps://www.purdue.edu/treasurer/finance/operations/training-resources/Training Resources
CIT offers a number of online and in-person training resources for the Calvin community. CIT collaborates with faculty and staff to promote and facilitate the use of technology in the academic environment.
LinkedIn Learning is a leading online learning company that helps anyone learn business, software, technology and creative skills to achieve personal and professional goals. LinkedIn Learning offers access to the extensive professional video library of engaging, top-quality courses taught by recognized industry experts. You can set up an account with LinkedIn Learning through your local public library. Grand Rapids Public Library and Kent District Library both offer this service.
Log in atÂ moodle.calvin.edu using your Calvin username and passphrase. You can find the training resources available in Moodle in several places:
click the "Support" tab at the top of our Moodle page
scroll to the Support box at the bottom our our Moodle page
click the "Moodle Docs for this page" link at the bottom of any page
click the small gray (?) question marks as you go to learn about each Moodle setting
You can also find Moodle training on LinkedIn Learning. Calvin's Moodle Learning Management System is hosted by Open LMS and Open LMS offers Moodle training, both free and for fee, in their Open LMS Academy.
Training for employees participating in the Alternate Work Options program and their respective managers is available in the Campus Learning System. Excellence in Creating the Alternate Work Environment for UAB Employees includes an overview, guidance and tips, video resources, informational articles and FAQs. Excellence in Managing the Alternate Work Environment includes overview, guidance and tips, video resources, informational articles, tools and FAQs. Select an option below to complete courses in the Campus Learning Center.
Self-Care Resources for Hybrid/Remote Workers
Mon, 08 Aug 2022 06:16:00 -0500en-UStext/htmlhttps://www.uab.edu/humanresources/home/alternate-work-options/trainingAbout Training in Human Resources
The human resources department of a small company needs to be well-versed in current hiring practices, benefits services and all issues that can potentially affect employees in the workplace. Consequently, human resources employees, especially managers and directors, need to be properly trained on the many facets of human resources. In addition to hiring and benefits, training in human resources can also include learning about paperwork and conflict resolution.
Filling Out Forms
Human resources training will almost always entail teaching human resource managers how to fill out the vast amount of paperwork. Once they learn the paperwork procedures, human resource managers must be taught to hold orientations for new hires, instructing these employees on filling out the mandatory forms. For example, the human resource manager will need to instruct employees on filling out W-4 or Employee Withholding Allowance forms, according to the Internal Revenue Service. W-4 forms determine how many deductions an employee claims for her paycheck.
Training in human resources will also entail learning about a small company's various benefit programs. A human resource manager will need to learn the details about the medical and dental benefits, insurance and the 401k or retirement plan, according to the Bureau of Labor Statistics. The training for human resource professionals will also include learning about accidental death and dismemberment procedures, disability, workers' compensation and maternity leave policy. Additionally, human resource professionals will need to become familiar with the company's pay incentive plan, including bonuses for executives, managers and salespeople.
Employee Selection and Hiring
One of the most important aspects of training in human resources is selecting and hiring employees. Human resource managers in small companies must be trained on using all available resources for finding qualified job candidates, including online job sites, head hunters and local newspaper ads. Additionally, human resource professionals must be trained on various interviewing tactics, learning how to select the most qualified applicants for an open position. For example, through classroom training and reading, the human resource manager may learn how to ask questions that determine whether an employee is suited for a certain job. This may entail deliberately pointing out a job candidate's weakness to see if she remains unflappable or upset when responding. This type of question can indicate whether a job candidate can remain calm in stressful situations.
Human resource professionals will also need to learn how to create, use and monitor various training programs for employees. The human resources manager may need to write a training manual, instructing employees how to dress and behave on the job. For example, company policy may forbid employee dating. Additionally, the human resource professional may include information on diversity training or sexual harassment in the training manual. Human resource personnel may also learn how to develop formal training programs with trainers, holding sessions on site, in the classroom or through online videos.
Another facet of training in human resources is conflict resolution. Human resource professionals must learn how to deal with employee arguments, anger and resentment. For example, a small company salesman may find out that other sales reps are making a higher salary. He may become resentful and contact human resources. The human resource manager will need to learn different ways of handling such a situation. A more collaborative response would be possibly upgrading the employee's pay or grade level, especially if he has performed his job well. A comprising approach may be to resolve the situation quickly by telling the employee to wait for his next review. If the employee is still unhappy, human resources could warn the employee that being disgruntled is a form of insubordination, and that such action can result in his dismissal.
2016 Salary Information for Human Resources Managers
Human resources managers earned a median annual salary of $106,910 in 2016, according to the U.S. Bureau of Labor Statistics. On the low end, human resources managers earned a 25th percentile salary of $80,800, meaning 75 percent earned more than this amount. The 75th percentile salary is $145,220, meaning 25 percent earn more. In 2016, 136,100 people were employed in the U.S. as human resources managers.
If your office has content that needs to be updated for the upcoming academic year, the 2024-2025 Catalog will be open for edits from Monday October 23rd, 2023 through Friday, February 16th, 2024. We encourage all offices to review their catalog content at this time for relevancy and accuracy: https://catalog.csus.edu/
Please be advised that edits to any catalog content pertaining to curriculum (programs and courses) must be submitted through Curriculum Workflow for curricular review.
If you have edited catalog content before, you may log into the CourseLeaf system and begin editing as of Monday, October 23rd, 2023. If you are new to the catalog editing process and have content that needs to be edited, please reach out to email@example.com. We will verify your access with the appropriate departments and offices as well as offer you training!