You are a software developer at a large organization that is starting an agile transformation. The director assigned a project manager to your team, but they encourage you to call the project manager a scrum master. What are two challenges with this approach?

Changing people's titles doesn't increase the chance of a successful agile transformation.

If you just change the title of the project manager, they will likely still act as a project manager.

People have spent a long time becoming experts in their fields, so changing their titles might make them frustrated.

Changing people's titles will increase the organization's training costs.

It might make it difficult to tell which project manager is working for an agile team.