Huawei Network Technology and Device (HCNA-HNTD) Exam Dumps

H12-211 Exam Format | Course Contents | Course Outline | Exam Syllabus | Exam Objectives

Exam : H12-211 HCNA (HCDA)-HNTD
Exam Content
The HCNA-HNTD exam covers basic IP network connectivity, TCP/IP technologies, Ethernet technologies such as STP and RSTP, VLAN and Link Aggregation and their implementation within Huawei switches. Routing principles and technologies including RIP and OSPF for IPv4 and IPv6 networks, WAN technologies, IP based security, network management as well as IPv4 and IPv6 based application services.
Knowledge Points

IP Network Principles
- Ethernet and IP based data forwarding processes.
- TCP/IP network protocols and data encapsulation
- VRP commands for basic navigation and configuration
- IPv4 addressing principles, address design and subnetting
- TCP/IP supporting applications such as Ping, Tracert, FTP, and Telnet.

LAN Technologies
- LAN switching operations.
- Link Aggregation application and configuration.
- VLAN and GVRP and behavior, application and configuration.
- STP and RSTP switching behavior, application and configuration.

WAN Technologies
- Principles and application of serial technologies in wide area networks.
- HDLC and PPP encapsulation principles and configuration.
- Frame Relay and PPPoE implementation at the customer edge.

Routing Technologies
- Static and dynamic routing principles,
- RIP and OSPF dynamic routing protocol function and implementation in VRP

Network Security
- Traffic Filtering technologies and their application in the enterprise network
- User management through authentication and authorization schemes.
- IPsec VPN technologies for protecting user data.
- How network security is ensured by using network security technologies and firewalls.

Network Management
- Network Management protocols and technologies.

IPv6 Networks
- IPv6 principles and technologies
- IPv6 routing technologies
- Application services for IPv6 networks

The content mentioned in this article provides a general exam guide; the exam may contain additional related content that is not included here.
Huawei Certified Training HCNA: Huawei Networking Technology and Device (HNTD)
Huawei Certified Training HCNA: Lab Guide for the Huawei Networking Technology and Device (HNTD) course
VRP Configuration Guide
Huawei Product Manuals
Recommended Training
HCNA-HNTD Training

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Case analyze: Will a bank’s New technology help or damage Morale?

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  • “If we grow too fast, we’ll smash from the pressure.”

    “If we stop becoming, we’ll be eaten for lunch by means of our opponents.”

    Beth Daniels, the CEO of Michigan’s Vanir Bancorp, sat silent as her chief human resources officer and chief fiscal officer traded jabs. The trio had centered their community financial institution three years previous with the mission of serving small-business homeowners, in particular those on the reduce end of the credit spectrum. After getting a birth-up off the ground in a mature, closely regulated industry, they had been a good-knit, fight-proven crew. however the present meeting become turning into a civil battle.

    James Donnold, the CFO, had simply presented an replace on Vanir’s aggressive dreams: expanding to 15 branches, with loans and deposits expanding threefold in five years. Having already grown to five branches and $a hundred and eighty million in property, the financial institution become appropriate heading in the right direction. however, James warned, competitors had been circling, and Vanir necessary to live on the offensive. It couldn’t let greater banks lure away the in the past underserved customers that it had brought into the economic system or let new “fintech” delivery-u.s.with digital-only banking services disintermediate its company. luckily, James mentioned, the enterprise’s long-awaited new business IT changed into virtually able to go are living, and it promised to tremendously cut back the group of workers’s workload—by way of, for instance, the usage of AI to automate tasks like calculating pricing and credit score strains for shoppers.

    That prediction brought on Mariko Wang, the CHRO, to set free an audible scoff. She felt that aggressive growth had already stretched Vanir too skinny and that believing it might lighten the burden on employees became optimistic. “When was the final time a new know-how created much less work for any one?” she requested paradoxically.1

    but then her tone grew to become serious, and he or she delivered her commonplace—compelling—spiel: Working with new or underserved banking customers became extraordinarily arduous. Vanir’s branches have been open early and late to accommodate consumers’ schedules. To make banking much less intimidating, tellers and relationship managers have been advised to take as long as necessary to reply people’s questions. They have been proficient to be unbiased, whereas some AI tools in the industry had come below criticism for discriminating in opposition t minority candidates. And that human touch was what drove growth; personal loan candidates frequently had such a great journey at Vanir that they transferred their other money owed to the bank, opened new ones, or recommended it to different small-company owners.

    Vanir’s associates enjoyed above-market salaries but also worked harder than their peers at different banks. regarded “elementary laborers,” they’d even come in to the office during the worst months of the pandemic, managing all the loans that consumers had applied for in the course of the U.S. executive’s financial relief package. however now worker engagement changed into down, absenteeism become up, and purchasers had been beginning to notice.2 web Promoter rankings had fallen, and comments in customer surveys covered complaints like “hassled-looking teller” and “unhelpful supervisor.”

    “Our individuals are our strategy,” Mariko observed, locking eyes with Beth. “devoid of them fortunately serving purchasers, we’re simply another bank.”

    Off to look the Wizard

    Leaving the assembly, Beth felt torn. She’d all started Vanir to help hardworking valued clientele who’d been unnoticed by huge banks and poorly served by way of mismanaged group-construction institutions. Her father had been a time-honored contractor, and it infuriated her that the developers he worked for gave the impression to have limitless access to debt while he struggled to at ease a brand new personal loan to upgrade his tools and machine. She suspected that lots of the greater avid gamers were attracted to her purchasers best as a result of they obligatory a certain variety of small-business accounts to fulfill regulatory mandates and hold their banking charters; after luring small consumers away with introductory promotions, the tremendous banks would give them the equal shoddy provider that had held her father back. meanwhile, the fintech delivery-usawere low touch and untested; they could go away their consumers high and dry.three

    It harm Beth’s soul to imagine that possibility, so she shared James’s fervor for promptly increasing to serve as many americans as possible with the assist of expertise. The intention was to build a mortgage underwriting system that might observe proprietary algorithms to create a single rating that signaled whether a mortgage may still be accepted and what the credit score line and the pastime cost should be. That promised to release staff to center of attention on the face-to-face carrier that Vanir had become well-known for.

    however building the business IT had taken longer and cost greater than predicted.four in the meantime, acquaintances had develop into aware of doing the calculations and decision-making themselves, and an inefficient method had develop into events. The staff also enjoyed the autonomy the manner offered: Lending officers were inspired to get to grasp their candidates and to combine objective criteria, comparable to credit ratings, with subjective ones, corresponding to very own personality. nevertheless, the pressure on the personnel changed into starting to display, and Beth took Mariko’s warnings about burnout critically.

    Would a shift to the new system assist or harm Vanir’s body of workers? certain aspects of the transition would require a lot of busywork. for example, together with the lending algorithms, the IT group had constructed a client relationship administration device that might enable a evaluation of customer profitability throughout varied products. advice on that now become kept in loan officers’ heads and difficult drives, and getting it into the gadget would be laborious. As Vanir opened greater branches, it will should hire greater buddies, who would must be trained (on, among other things, the brand new technology) by using its current staffers, further burdening them. Beth hoped that the new system’s start pains can be brief-lived and directly cause enhanced effectivity and lighter workloads. but she additionally involved that within the future, Vanir’s earliest employees would omit the algorithm-free autonomy they’d develop into aware of.

    Beth knew she essential to check with “the wizard,” her white-haired, tie-dyed-T-shirt-donning chief technology officer, Bruce Richards. “What’s the replace?” she requested as she entered his workplace.

    “Do you desire the decent information or the dangerous information?” he responded, chuckling. Beth frowned and crossed her fingers.

    “ok,” Bruce continued. “The respectable news is that the whole stack is able to go. we will roll out the following day.”

    “And the unhealthy information?” Beth asked.

    “The dangerous news is that the pilot we ran within the Lansing department uncovered some, well, resistance.”

    “Go on.”

    “The personnel hated it,” Bruce stated. “The remarks become that no one had time to be taught an advanced new equipment. Some americans refused to attend the practising. Others introduced their laptops to classification and labored the whole time.”

    “Oh,” Beth observed.

    “This isn’t surprising!” Bruce interjected. “getting to know a new system takes time and can be frustrating. you could expect a period of poor labor productiveness before we see any features, but that doesn’t imply the positive aspects won’t come.5 What concerns is that we’re ultimately able to launch. we are able to pull the trigger subsequent week if you give us the go-ahead.”

    “No,” Beth responded. “hold off for now. We might have to delay. I deserve to believe this through.”

    Some Frank remarks

    Beth checked her watch as she collected her coat from her workplace—eight:30 PM. So an awful lot for bankers’ hours. As she headed out of the department where the executive team labored, she saw relationship supervisor Chantelle Williams, one among her first hires, at her desk, turning over pages in a file. Beth knew that Chantelle had two sons who’d been homeschooling via lots of the pandemic.

    On Chantelle’s desk became one picture of her children and another of her first Vanir client—a bakery proprietor who’d had hindrance obtaining a loan at different banks because of his prior issues with credit card debt. Following company protocol, Chantelle had seemed greater carefully at his condition and realized that the debt had coincided with his wife’s affliction 4 years past. when you consider that that point his credit score history had been spotless. Vanir had given him a loan, and in return he now not only made his month-to-month funds on time but accompanied them with deliveries of his delicious cannoli. “I don’t stay late for you,” Chantelle had as soon as told Beth after she’d thanked the supervisor for her lengthy hours. “I stay late to earn faculty tuition for them”—she nodded to the graphic of her sons—“and,” she introduced, shifting her gaze to the photograph of the baker, “to be certain individuals like him can reside in business.”6

    “How are you keeping up, Chantelle?” Beth asked.

    “I’m dwelling the dream, boss!” Chantelle joked, gesturing to the open file on her desk.

    “No, in reality. How’s morale?”

    “neatly,” Chantelle spoke of, “a lot of people are struggling. You combine the long hours with challenges on the domestic front, and it’s complicated.”

    “i know,” Beth noted. “but I simply spoke to Bruce Richards, and he observed the tech answer is well-nigh ready. help is on the style.”

    Chantelle sighed.

    “what's it?” Beth asked. “Are you concerned about the transition? There will be some work up front, however I guarantee you that—”

    “That’s not what I’m worried about,” Chantelle interrupted.

    “well, then, what?”

    “look, what makes this bank special is that we're run by way of individuals, no longer by formulation. We could make a human reference to our customers. I simply don’t think an algorithm can substitute that. honestly, I’m worried that we’re going to come to be double-checking the algorithm the entire time or, worse, that it is going to end up hurting our customers.”

    “absolutely no longer,” Beth referred to. “I wouldn’t let that turn up.”

    “You understand the way you name Bruce ‘the wizard’?” Chantelle endured. “smartly, have you definitely regarded in the back of the curtain? Are you certain this technology received’t simply end up discriminating against the very clients we strive to serve?”7

    After thanking Chantelle for her candor, Beth wished her a very good night and headed for the exit. She knew she faced the biggest resolution of her tenure as CEO. should she rethink the implementation of Vanir’s new IT device, knowing full smartly that her employees have been stretched skinny but that a delay may enable opponents to pounce on Vanir’s latest and future client base? Or should still she risk her employees’ have confidence and dedication by using pushing past their considerations, sticking to her tech-enabled approach, and forging ahead? She opened the door and stepped out into the bloodless Detroit nighttime.

    The specialists reply: may still Beth go forward with the financial institution’s growth plans and IT rollout?

    Anuj Shrestha

    Bob Rivers is the chair and CEO of jap bank.

    The bank’s key differentiator is in danger. Beth may still hit pause on the growth. The clincher for me is that Vanir’s net Promoter scores are falling. advanced client provider is the foundation of the bank’s cost proposition and the source of its aggressive talents. Beth should delay the enterprise IT rollout for at the least a 12 months.

    The CFO is involved that this will deliver an opening for fintech and massive bank competitors. I don’t agree. huge banks are constructed for efficiency, in order that they usually do little or no hand-retaining for small-enterprise purchasers and switch a lot of the paperwork to them through self-carrier. The fintech method is much more excessive—a customer could on no account have interaction with one other human. And Vanir’s know-how isn’t what’s most essential, since it’s no longer what its valued clientele are buying. What they desire is awesome own service and assistance, and small-business homeowners in certain will dwell loyal to a bank that offers it. That’s why Vanir must address the uptick in consumer complaints before the rest.

    How do you deliver NPS numbers back up? in the end, Beth can take care of her consumers with the aid of looking after her team of workers. She’s already paying above-market salaries, but that goes only thus far. Even probably the most committed personnel may additionally make a decision that smartly-paying jobs aren’t price it in the event that they’re being overworked and may’t see a light at the conclusion of the tunnel.

    to this point the financial institution’s method of “persona lending” and because qualitative measures of creditworthiness has been a success. but many banks have taken the same strategy and failed, as a result of human judgment isn’t all the time reputable, and almost always of thumb banks need greater than 95% of their loans to be repaid to stay solvent. Beth looks to have found personal loan officers who can undertaking their own judgment to make good loans. but i wonder how sustainable and scalable it really is. We lately obtained a bank that made loans in an identical trend—what senior executives described as “working within the relaxed colorations of grey.” That financial institution did this well, however it took more than 15 years for it to develop to $1 billion in assets. Vanir’s increase plan is way more aggressive than that—so its risk profile considerations me. I also query no matter if its dreams are even useful. The algorithm-more desirable IT equipment can be a welcome addition to the technique, however should be carried out thoughtfully and punctiliously when employees are capable, not in a rush presently.

    despite the fact Vanir’s CTO should be pissed off through a decision to halt the rollout, Beth can emphasize that she’s no longer killing it, just delaying it except personnel are less stretched and the NPS figures come returned up. sure, IT-enabled scale will eventually offer benefits to Vanir and help make it greater sustainably profitable. but the bank can’t relinquish what makes it competitive these days.

    Chris Yeh is a cofounder of Blitzscaling Ventures and the Blitzscaling Academy.

    Beth should still stream ahead with the IT rollout and company growth. A fledgling financial institution can’t possibility being outflanked through its competitors. She’s understandably concerned in regards to the new algorithms and the stress that implementation will cause employees, but I consider she will be able to assuage their issues with a more measured, inclusive method and more suitable messaging that emphasizes the device’s augmented—instead of artificial—intelligence.

    Vanir is at a pivotal moment. When a company begins out, its personnel all know precisely what’s happening because they’re literally within the room when decisions are made. but this financial institution now has five branches and possibly dozens of personnel. Beth must trade her administration and conversation approach to tackle the multiplied complexity.

    First, there doesn’t seem to be any consensus on the desirability of the new tech or who’s in charge of rolling it out. James, the CFO, is an recommend but isn’t worried, whereas Mariko, the CHRO, is in opposition t it but is probably overseeing the practicing for it. Bruce, the CTO, seems to have designed the gadget with out adequately involving the loan officers and relationship managers who will use it. These are flashing purple lights. When a assignment is that this a long way alongside, the group may still be on the identical web page about it, and every adult’s function should still be clear and specific.

    The frontline workers who will use the gadget should have been consulted all over, providing feedback to refine the product. Chantelle may still not be involved that it'll harm her reference to purchasers or be discriminatory.

    youngsters aggressive pressures demand Beth to put into effect the system, she must do so thoughtfully. She may still symbolize the launch as a beta unencumber, slowly introducing the device in two branches and having personnel work with the technology group to verify and enrich it. She should still reassure staffers that it’s meant to be a tool to make them more desirable at their jobs, no longer to exchange them or exchange the subculture of the business.

    at the equal time, she must elevate morale via being both a comforter and a commander in chief. it's going to take sincere public expressions of empathy and compassion—to the complete staff and individual employees—to handle the excessive toll taken by the pandemic. but Beth need to rally the troops across the boom plans, too, because individuals additionally are looking to think they’re a part of a profitable crew. She need to explain that Vanir is currently in a dash to ensure that it can provide on its promise of excessive-touch, technology-more desirable own service even all over the most making an attempt of times.

    The dynamic on her government group additionally needs work. Her cofounders may still no longer be sniping at each other. Disagreement is healthy; conflict isn’t. Given the trio’s history together, i believe that the pressure of operating throughout a virulent disease is attending to them too. Beth may still be up-entrance about addressing this along with her executive team.

    As Beth works to calm the present disaster and roll out the new tech, she must additionally undertake the tougher and more crucial work of altering how she leads. i recommend that she beginning writing a weekly e-mail to the entire body of workers or launch a private inner podcast with other group contributors so that people can get to know their coworkers, elevate considerations, and maybe most essential, share stories that encourage them to preserve going.

    HBR’s fictionalized case studies current issues faced via leaders in actual organizations and present options from specialists. This one is in line with the HBS Case examine “Athena Bancorp” (case no. 919517-PDF-ENG), by way of Leonard A. Schlesinger and Sarah L. Abbott.

    A edition of this text regarded within the July–August 2021 problem of Harvard enterprise evaluate.


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