Shulou(Shulou.com)06/03 Report--

My project is delivered in the first year

If you feel that every step you take now is difficult, you are on the rise in your life.

-- inscription

one

In May 2017, I entered Huawei Outsourcing and engaged in Huawei Cloud related work. After soaking for half a year, I began to participate in project delivery. In 2018, I participated in the on-site delivery of three projects and traveled for a total of seven months. In addition, I wrote project materials for two projects for more than a month. There is no doubt that 2018 is the first year of my project delivery.

This is a particularly tiring and growing year. At the end of the year, I would like to write an article to summarize my project experience, but I can't afford to schedule my writing for a long time. Some of the words written on and off, like writing a ledger, record the project, not the expression of your inner expectations. Thinking about it, it entered January 2019.

two

The first project I participated in (level A, tax unit) lasted for two months, mainly to assist in the deployment of two cloud platforms during the climbing period of the project, and was responsible for the configuration adjustment of bare metal services; the second project (level A, bank unit), lasting for four and a half months (divided into two business trips), participated in the LLD design, deployment and implementation, acceptance testing and bank special business verification of the five cloud platforms as the main personnel. The third project (D-level, military industrial unit), which lasts for one and a half months (until late January 2019), acts as an agent for the technical manager to lead the deployment and implementation of the virtualization platform and the related equipment on the shelf and virtual machine migration. Communicate with integrators and customers to deal with issues and promote project progress.

The first two projects have a tight schedule, with long hours of overtime on weekdays and most of the weekends; the busiest months of January and August are only one day off, and the rest of the time is 12 to 16 hours a day. The third project is a small project, the workload is not large, almost no overtime, but because the customer is arrogant and tricky, and I face the customer directly, my heart works especially hard.

Generally speaking, in these three projects, I went through three stages of single point technology delivery, overall technology delivery and on-site technical leadership, each of which was running, inexperienced and forced to move forward. This is a process of continuous learning and practice under the high pressure of the project, accompanied by the pain and suffering of self-breakthrough.

▲ 's bleak Badaling Great Wall, taken on Feb. 4, 2018 (during the first project trip)

three

Huawei cloud solution and its related products are very complex and immature, so it is difficult to implement. As far as the cloud platform pedestal FusionSphere OpenStack is concerned, no matter how experienced experts are, there are bound to be a lot of problems in the process of on-site implementation and need to turn to R & D for help. Recruits like me are in a particularly difficult situation. Along the way, they can really be described as dashing left and right in the midst of gunfire and scarred. Of course, I am not alone, but in a strong delivery team and support team.

In the second half of 2017, I participated in the acceptance of some new versions of cloud products, and contacted FususionCloud, FusionSphere service representatives and some service acceptance personnel. I was surprised by their extensive and sophisticated knowledge. Later, after participating in the project delivery, I found that the front line is the place where the experts gather-the project team is formed by experts from different departments (which will be different cities) and different fields (there is no lack of experts like me) on business trips. In the first project, I met two colleagues from the maintenance department. They were able to solve most of the problems on the spot, and their technical level was obviously better than that of the agency service personnel. I admire it very much, while Fei, who came from the program integration department, impressed me even more with his ability to master various solutions from macro to detail. In the following two projects, I met Brother Tao and Brother PUA, the technical managers, whose comprehensive ability of technology and program and the flexibility of problem handling made me pay homage to them.

When experts such as Brother Tao and Brother PUA cannot solve the problem, they need to draw R & D personnel to help solve the problem through voice conference, or simply apply for R & D personnel to deal with it on site, in order to cover for R & D. Pulling R & D is not an easy task. Sometimes if you find R & D, you can find out the problem in a couple of times; but sometimes if you find five or six R & D personnel, you may not be able to find someone who can deal with the problem; sometimes a problem requires multiple R & D personnel from multiple product lines to work together, which can be solved in a few days. Sometimes some problems simply do not have a solution, or the solution is either not approved by the customer or will set you on fire, this situation simply drives people crazy. Technical problems that can not be solved ultimately need to be solved by project managers and account managers from the customer level. But on the whole, the R & D personnel are very capable, and they are all my teachers.

It is no exaggeration to say that in the past year, I have come into contact with more technicians inside and outside the project, from the project team to the integrator team to the customer team than I have in the previous years. The feeling of being in the rivers and lakes of a master like a crucian carp, which I have never had before. In this river and lake, I strongly feel that there is a tide pushing myself to go!

Picture

▲ haunts Xiyue Huashan, taken on July 14, 2018 (during the second project's business trip)

four

Huawei's cloud solution is being updated iteratively at the rate of launching a larger version every six months. In 2017, the private cloud FusionCloud 2.x series evolved from version 2.03 to version 2.06, and the underlying virtualization architecture changed from Xen to KVM; version 6.0, which was developed based on the public cloud architecture in the autumn of 2017. Then 2018 version 6.1, version 6.3 and version 6.3.1 were released one after another, gradually becoming the delivery version of each major project; version 6.5 in the spring of 2019 will shine. With the update of the version of the cloud solution, a large number of cloud projects that have been online for less than two years or even less than two months are facing the problem of platform version upgrade. This is a more difficult and risky implementation operation.

The second project I participated in will be upgraded from FusionCloud 2.06 to FusionCloud 6.30 soon after its launch. Because the hardware of the device does not meet the requirements of version 6.3, the platform needs to undergo major surgery on the hardware and system level before upgrading. The upgrade itself is also a high-risk operation. Four of the platforms are carried out in two stages. The first time I intervened, although the process was difficult and frightening, it went well on the whole. The second time, I did not participate in the third project, it is understood that problems in the upgrade process affected the business, the customer reaction is very fierce, it is designated as a first-class accident, the situation of colleagues on the spot is very difficult.

Over the past year, my practice in the project was mainly FusionCloud 2.06, and for versions 6.1 and 6.3, I only stayed at the stage of document interpretation. Compared with the automated deployment of version 6.3, the manual deployment of version 2.06 gives people a better understanding of the underlying implementation of the cloud platform, but version 6.3 and the upcoming version 6.5 have more complex cloud service components and more difficult to understand network design. And my future work is to shift from on-site delivery to pre-sales support and program design, looking ahead, it is still full of challenges and difficulties.

five

In the past, I seldom traveled on business, and I envied those who traveled around the country because of work. Now that I have finally become a poor traveler, I know what it's like to wander. But for me, who often travel far away, this is very good for me to run away.

There is always free time for business trips. In these three projects, I took the opportunity to visit many scenic spots and museums in Beijing and Xi'an. It's for fun.

SQ January 2019

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