H12-211 learn - Huawei Network Technology and Device (HCNA-HNTD) Updated: 2023
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Exam Code: H12-211 Huawei Network Technology and Device (HCNA-HNTD) learn November 2023 by Killexams.com team|
H12-211 Huawei Network Technology and Device (HCNA-HNTD)
Exam : H12-211 HCNA (HCDA)-HNTD
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.
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 switching operations.
- Link Aggregation application and configuration.
- VLAN and GVRP and behavior, application and configuration.
- STP and RSTP switching behavior, application and configuration.
- 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.
- Static and dynamic routing principles,
- RIP and OSPF dynamic routing protocol function and implementation in VRP
- 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 protocols and technologies.
- 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
|Huawei Network Technology and Device (HCNA-HNTD)|
HUAWEI (HCNA-HNTD) learn
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H12-211 Huawei Network Technology and Device (HCNA-HNTD)
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Huawei Network Technology and Device (HCDA-HNTD)
PPP support () authentication protocol, and therefore more secure than the HDLC
B. MD 5
Answer: A, C
In the PPP protocol, PAP certification process required to establish () handshake
Standard PPP frame format protocol which includes several fields ()
A. Protocol field
B. Information Fields
C. length field
D. fill in the fields
Answer: A, C, D
The following statement on the LCP, which is correct ().
A. is responsible for negotiating the establishment of links
B. Layer 3 protocol type negotiation
C. will cut off the link after link idle timer timeout
D. Testing the link, link quality to determine whether the link can be established
Answer: A, C, D
Judge: PPP protocol, IPCP negotiation process of dynamic and static, like consultation,
only one Config- Request dialogue IP address assignment can be completed.
Frame Relay using the following method to dynamically address which is mapped to
A. ARP protocol
B. RARP protocol
C. inARP agreement
D. map protocol
In the frame relay network, the bandwidth of each virtual circuit for the control strategy
is the correct description
A. In the Tc, the amount of data transfer when the user is not greater than Bc, to
continue receiving the frame transmission
B. When the user data transmission is greater than Bc Bc and Be, but not greater than
the sum, it will send more than frame the scope of Bc DE position "1"
C. When the Tc in the user data transmission is greater than the sum of Bc and Be, the
frame will exceed the scope of the DE position "1"
D. When the Tc in the user data transmission is greater than the sum of Bc and Be, it
will exceed the range of frames discarded
Answer: A, B, D
Judge: In X.25, in a packet transmission path of each node must receive a complete
packet and must be completed before sending error checking. Frame Relay nodes simply
check the destination address in the packet header information, and immediately forward
AAL layer which several sub-sub-layer ().
A. TC sublayer
B. PM sublayer
C. Convergence Sublayer (CS)
D. disassembly sublayer (SAR)
Answer: C, D
The formation of the routing table a variety of ways, the following is the correct way ().
A. Static Routing Protocol
B. Dynamic routing protocols
C. Application layer protocol
D. Transport Layer
Answer: A, B
A router via RIP, OSPF, BGP and static routes are learning to reach the same destination
address routing. By default, VRP will eventually selected () routing as the optimal route
D. Static routes
Routers do not need to know the full forward path, only know the destination of the
nearest next hop how to take forward this packet relay process we call
A. hop by hop forwarding
B. host by host forwarding
C. router by router forwarding
D. network by network forwarding
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To the layperson, Huawei is best known as one of the world’s top three smartphone makers. But Huawei is firstly a world leader in telecommunications - its industry-leading equipment, connecting developed and developing countries, is present in 170 countries.
The company’s origins, however, are far humbler.
The story of Huawei and its founding father, Ren Zhengfei, is one born out of need and circumstance. It’s a 30-year journey, marked with many setbacks and culminating in the company’s transformation into the behemoth it is today.
Ren Zhengfei himself embodies that journey to success, born into a time where Chinese people were enduring mass hardships, including famine and the fallout from the Cultural Revolution. Hard work and suffering were commonplace, and basic items such as cooking oil and salt were considered a luxury.
“We survived on cheap cereal crops throughout the year. We were slightly better off than our neighbours, because my parents were teachers. By better off, I mean we could add salt when we cooked,” remarks Ren.
He was the only member of his family lucky enough to receive higher education,
“Our unit was part of the tens of thousands of troops that took up a construction task in the northern wilderness. We built our simple houses on our own. They were built during the winter, and the walls sank and cracked, so cold winds would blow through,” remembers Ren.
While the conditions were harsh, it gave him the opportunity to develop his fascination with mechanical innovation at a time when China was not highly focused on education, earning him the nickname ‘Ren–Tech’.
“Despite these difficult living conditions, our engineering work was actually pretty advanced and highly automated, and we had a rare opportunity to learn. So despite the difficult living conditions, we were very happy. The factory was like an oasis in the desert,” recalls Ren.
The time in the factory saw Ren constantly experimenting with available machinery.
He used his knowledge of mathematics to develop schematics for equipment that made headlines in the Chinese press. It was the beginning of a lifetime of innovation.
In the 1980s, China downsized its army. As with many ex-army personnel, Ren found it hard to integrate into normal working life after his dismissal from the army, and did not do well – he was soon fired. This struggle to survive in a new, commercial world gave him the motivation he needed to start Huawei at the age of 44. He had no real experience working in a company, let alone running one.
In its first iteration, Huawei wasn’t the global innovator we know today. It was a simple reseller of the technology created by a company in Hong Kong, and it was operated out of a small apartment in Shenzhen. They resold affordable telecoms switches to small city hotels.
Founding a startup at that time was no easy feat, even without the complications of product development and innovation. People at that time in China trusted only state-run organisations, so trying to break through customer mistrust of new and unknown companies was an uphill battle. Huawei tackled this through a radically customer-centric approach, putting in extra effort, time and dedication to their client servicing.
“History has determined the existence of Huawei. If China didn’t open up, Huawei would not exist; if private companies would not be allowed, Huawei would not exist. It fit perfectly the bill what was needed at that time for China’s entrepreneur to give the push towards what would become one of the biggest telecom companies in the world,” remarks Professor De Cremer from National University of Singapore Business School.
Just as Huawei started to break through to achieve small success in this niche in China, the company for which they were a reseller revoked their license, leaving Huawei in a precarious position. They had no choice but to innovate or close their doors.
“At that time, we had no other options. We didn't think about what would happen if we failed; we were quite confident that we could succeed,” Ren says.
And succeed they did, by careful iteration and experimentation, and a lot of hard work. They also prioritised innovation, pouring all of their earnings back into product development. It was an ethos that became foundational to Huawei’s operations and later success.
“We started out by making small analogue switches for small hotels, gradually working to make larger analogue switches. We didn't begin to make digital switches until we already had many years of experience,” comments Ren. “We didn't spend the money ourselves; we invested it in our services and systems to create even more value for our customers,” he adds.
In addition to Huawei’s early business strategy, there was an element of being in the right place at the right time that helped Huawei survive the many complications of its infancy, and set the scene for it to blossom into the global company we know today.
The University of South Africa (UNISA), the country’s premier distance and open learning institution, has chosen Huawei’s CloudCampus Solution to transform its main campus, Muckleneuk Campus, located in Pretoria.
With the deployment of Huawei’s CloudCampus Solution, UNISA achieves full Wi-Fi 6 coverage across 30 campuses, deploying more than 2500 access points. This advancement ensures high bandwidth, low latency, and extensive concurrency, enabling seamless internet access for both teachers and students. UNISA utilizes this enhanced connectivity to facilitate hybrid education through the ODeL distance education platform, promoting a blend of online and offline learning experiences.
UNISA further optimizes its network operations and management using iMaster NCE-CampusInsight, a sophisticated campus network analyzer. This tool leverages real-time telemetry and employs big data analytics and machine learning algorithms to monitor network behavior and identify fault patterns. Through this proactive approach, UNISA ensures efficient device management and resource allocation, preventing wastage of critical system resources.
The integration of Huawei’s CloudCampus Solution creates an intelligent and future-proof network architecture, seamlessly converging wired and wireless capabilities. UNISA benefits from ultra-high performance, massive data throughput, and a full-stack of open network devices, allowing for continuous network evolution and service upgrades. Moreover, the centralized network management system significantly improves operational efficiency, reducing operational expenditure (OPEX) by approximately 80 percent and minimizing training costs for technical personnel.
UNISA is committed to digital transformation in both teaching and administration, focusing on elevating the quality and effectiveness of its educational offerings. The collaboration with Huawei represents a strategic step in this direction, empowering UNISA with a technologically advanced smart campus solution. UNISA now stands poised for sustained growth and enhancement of the overall learning and research experience.
The Government must learn from the security issues which have plagued the building of 5G networks and create a new strategy for embracing emerging technologies, MPs have said.
In a new report, the House of Commons Science and Technology Committee said ministers should identify important new technologies and plan for any associated risks and the Government’s response.
The proposals are in response to the rollout of 5G in the UK, which saw Chinese firm Huawei ultimately excluded from the process on security grounds, leaving the country reliant on only two equipment vendors while causing a likely delay to the full installation of 5G networks.
The Government has launched a scheme to diversify the supply chain in 5G, but that is expected to take years to achieve success.
Now MPs on the committee have urged the Government to learn from the episode and better plan for the uptake of other technologies in the years to come and prepare for all aspects of its implementation.
Greg Clark MP, chair of the Science and Technology Committee, said: “A lack of strategic foresight in 5G has seen the UK become dependent on only two vendors for a crucial technology.
“We must learn from this experience to avoid making our economy and security vulnerable from a lack of acceptable alternatives in emerging technologies.
“AI and quantum technologies are just two examples of fields of development which can greatly advance the prospects for our economy and society, but can pose potential threats.
“While the committee welcomes the Government’s 5G diversification strategy, it has come too late and contains little by way of detail.
“The Government needs to take an activist approach to encouraging research and development, and must now cooperate internationally to build common regulatory approaches with like-minded nations.
“As technologies develop at an ever faster rate, more time must not be lost. In a White Paper, the Government must urgently lay out a strategy for the most important technologies of the future to avoid repeating the supplier squeeze we have ended up with in 5G.”
A Department for Digital, Culture, Media and Sport spokeswoman said: “The security and resilience of 5G and other emerging technologies is a top priority and our £250 million strategy to tackle this global issue head-on is the first of its kind in the world.
“We are working at pace with international and industry partners on solutions and establishing a National Telecommunications Lab to open up new economic opportunities in mobile technology.”
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