The shift from delivering an agreed scope to owning an outcome, and the reading that makes it concrete.
Project management and product management share a vocabulary and reward opposite instincts, so the hard part of the move is unlearning rather than learning. This list starts with the funding and measurement change that sits underneath everything else, then covers what a product team is accountable for, and ends with the practices you can carry across because they still work in the new role. It assumes you already know how to run a plan and a stakeholder group, which is an advantage worth keeping rather than something to hide.
The clearest statement of what is actually changing around you, which is the move from funding fixed scope with an end date to funding long lived product value streams. Read it first because it explains the ground shifting under the role you held.
Perri names the pattern you are being asked to leave behind and supplies the strategy and structure that replace it. The fictional company in the middle section reads like a lot of real transitions.
Ninety pages on the distinction the whole move turns on. Seiden gives three questions for defining an outcome, and that definition is the artefact that takes the place of a scope statement.
What an empowered product team is accountable for, and how discovery and delivery run alongside each other instead of in sequence. It is also the reference point most of your new colleagues already share.
LeMay on the daily reality, including the ambiguity that a project plan used to absorb on your behalf. Honest about the parts of the job no framework tidies away.
The bridge from a plan you can defend to a backlog that still makes sense three months later. Patton's map keeps the whole journey visible, which is the thing a flat list of tickets loses.
You will still be asked when it will be done, and the answer now comes from cycle time data rather than a Gantt chart. Vacanti shows how to give a range with a stated confidence and defend it.
Eighty pages on tracing every deliverable back to a goal and an actor whose behaviour must change. This is the technique that converts your scope discipline into outcome discipline.