MANAGING THE HUMAN CLOUD 6
Managingthe Human Cloud
Managingthe Human Cloud
Inthe discussion, there were clear contributions of the human cloud tothe performance and development of service delivery. The maincontribution of the human cloud refers was the involvement of amiddleman who in return involves a broad range of virtual onlineworkers. The workers are engaged in a task without having an eyecontact with the client they are giving the services. It is a jobinvolving a high risk of the customer and the person providing theservices function with utmost good faith. According to Kaganer et al(2013) there are four types of personal cloud. These are thefacilitator, the arbitrator, the aggregator and the governor.
Therewas the great contribution of the system because the facilitatorconnects the suppliers and buyers directly through a bidding process.The providers of services can work for any service. They supply abroad range of personal information and, therefore, the clients havea rough idea of the person they are dealing with (Kaganer, et al,2013). They are plenty in supply, and it is easier to access themonline. The arbitrator engages miscellaneous supplies throughcompetitions. They get involved in a bidding process whereby theclient chooses the best quality. The task requires an expert and,therefore, the consumers opt to select the most qualified person tocarry out the work. The tasks are specific, and they include logodesign and idea generation among others.
Anotherimportance of the system is that the aggregator aggregates hundredsor thousands of micro-tasks performed by multiple suppliers (Kaganer,et al, 2013). The tasks do not necessarily require an expert. Thetasks are majorly of the minor category. The benefit the client getsis that they can acquire the tasks completed quickly andstandardized. The governor provides project governance and certifiesthe supplier quality. They are involved in the management and thecoordination of the compound projects. They ensure high quality ofservices provided to clients. They aim at satisfying the needs of themarket through a supervised class.
Whilethe contributions of the system are highlighted, there are risksinvolved in operating with the human cloud. There are two major risksinvolved. These are the lack of completion of the task and also themanagement of the task (Kaganer et al, 2013). There is a risk ofincomplete task since the clients do not have enough informationabout the supplier. Therefore, the supplier may fail to complete thetask in time intentionally or by accident. The managing of the humancloud may also be difficult. The human cloud may be unreliable insome cases. Therefore, since there is a lack of direct contact thenthere may be elements of arrogance from one party. However, workingunder the influence of utmost good faith enhances partnership andtrust.
Themain contributions are clearly observed in the four major facesinvolved in ensuring proper management. They are the architecturalphase, engagement face, operational face and ensuring quality control(Kaganer et al, 2013). At the structural phase, there is aninteraction between the client and the supplier. The buyer informsthe provider about their choices. The provider takes note of thenumber of the clients and the degree of interdependence. After theextensive interaction, then there is engagement phase. Within thissourcing phase, the buyer chooses the person to operate with(Kaganer, et al, 2013). Having already explained their choices, theycan now choose the most qualified suppliers who will manage to offerthe best quality. In this phase, the facilitator method is the mostappropriate as the vendor provides bids and the client chooses.
Theoperation face follows the engagement face. In this phase, the buyerand supplier have already negotiated and agreed to the terms. Thecustomer waits patiently for the completion of the task as the vendortirelessly focuses on completion of the work. The supplier aims atproviding a quality function and ensuring that the work is completedin time. It is during the operation phase that the final stage takesplace. The step is ensuring quality control. In as much as thesupplier aims at providing quality work, the buyer is in charge ofmoderating the quality of the product and services offered. They arerequired to provide appropriate instructions and guidelines on thequality they need.
Awide range of companies or business sectors can apply the findingsabout the personal cloud. These are the consulting firms, datamanagement companies, sales and marketing companies and design andcreative firms. These sectors and types of firms can apply thefindings because they involve tasks that do not necessarily requiredirect supervision, also for the tasks that are seasonal yet theyneed an expert. At the same time, the companies that require quickand standardized services can source help from the human cloud. Thefacilitators can provide any service. They need the buyer to airtheir needs, and then they connect them with the appropriatesuppliers. A good example is the companies that require the designsor even online marketing, and they can get someone to carry out thetask. Other companies include mobile phone companies. They can relyon the human cloud for marketing as well as the provision of futuremodel designs. Other enterprises and institutions may need websitedesigns for the purpose of information.
Thefindings can help these types of companies in acknowledging thephases that are required to manage a personal cloud. Given that it isa high-risk service task, then the buyer and the supplier need to bevery careful with the people they deal with. The guidelines areimportant for the people who intend to get involved in the personalcloud as well as those whose operation has failed before. They areable to identify the appropriate category of human cloud and thesteps necessary for operating with the personal cloud. They can,therefore, learn from their past mistakes and have a successfulengagement in the future.
Kaganer,E., Carmel, E., Hirscheim, R. and Olsen, T (2013): Managing the humancloud, MITSloan Management Review, 2013,Vol.54, n.2