According to the PMBOK Guide, the project manager is responsible for managing the project work and ensuring that the project objectives are met. One of the processes in the project management process group is Monitor and Control Project Work, which involves tracking, reviewing, and reporting the progress and performance of the project, as well as identifying and resolving issues. The project manager should use the issue log, a project document that records and tracks the issues that arise during the project, to document the issue of the missing notification and assign it to the appropriate project team member(s) for resolution. The project manager should also communicate the issue to the relevant stakeholders and update the project management plan and other project documents as needed. The project manager should not close out the project until the issue is resolved and the system migration is completed for all departments, as this would compromise the quality and scope of the project deliverables. The project manager should also not escalate the issue to the project sponsor and upper management, as this would indicate a lack of control and responsibility for the project. The project manager should also not report the issue during the next status meeting at the end of the week, as this would delay the resolution and potentially cause more problems for the project. The project manager should act promptly and proactively to address the issue and ensure the project is closed successfully. References: (Professional in Business Analysis Reference Materials source and documents)
* PMBOK Guide, 6th edition, Chapter 4: Project Integration Management, Section 4.6: Monitor and Control Project Work, p. 123-127
* PMBOK Guide, 6th edition, Appendix X1: Agile, Iterative, Adaptive, and Hybrid Project Environments, Section X1.5.2: Issue Log, p. 715
* Business Analysis for Practitioners: A Practice Guide, Chapter 5: Traceability and Monitoring, Section
5.3: Monitoring the Performance of Business Analysis Work, p. 143-144
* The PMI Guide to Business Analysis, Chapter 7: Solution Evaluation, Section 7.3: Assess Solution Limitations, p. 373-374

According to the PMBOK Guide, the project manager is responsible for closing the project or phase, which includes verifying that all the project deliverables are completed and accepted, updating the project records and documents, releasing the project resources, and communicating the project closure to the stakeholders.
Performing administrative closure of the project ensures that the project is formally completed and closed, and that the project budget is finalized and closed as well. This will prevent any confusion or issues with the accounting manager or other parties in the future. Conveying task completion information to accounting may be part of the project closure process, but it is not sufficient to close the project budget. The project manager should also update the project status, financial records, and lessons learned. Closing the procurement process properly is necessary for projects that involve contracts or agreements with external vendors or suppliers, but it is not the only aspect of closing the project. The project manager should also close the internal aspects of the project, such as deliverables, resources, and stakeholder satisfaction. Completing the transition process is relevant for projects that produce products, services, or results that need to be transferred to the operations or maintenance teams, but it is not the only activity for closing the project. The project manager should also ensure that the project objectives are met, the project scope is verified, and the project performance is evaluated. References: PMBOK Guide, Sixth Edition, Chapter 4, Section 4.7 (Close Project or Phase) and Appendix X3, Table X3-1 (Project Closure Checklist)

In situations involving emotional cues or interpersonal issues, the project manager should address the concern directly and privately with the individual involved. This approach supports emotional intelligence, empathy, and psychological safety within the team.
According to the PMBOK Guide - Seventh Edition (Team Performance Domain), direct communication and timely conflict resolution are critical to maintaining a healthy team environment.
Option A is superficial and does not address root causes.
Option B may expose sensitive issues publicly and worsen team dynamics.
Option D changes workload distribution without addressing the interpersonal issue.
References:
PMBOK Guide - Seventh Edition, Team Performance Domain
PMI Emotional Intelligence and Conflict Management Guidelines
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In a situation where a team member is struggling with a new system that was recently implemented, the project manager should assign an experienced resource to support the team member12. This approach ensures that the team member gets the necessary help to understand and adapt to the new system, thereby improving their performance and reducing the risk of project delay12. It's important to note that the project manager should approach the conversation respectfully and privately, focusing on the behavior and not the person2.
References: = How Project Managers Can Deal With Difficult Team Members, 7 Steps for Dealing with a Difficult Team Member - Project Bliss

The project manager should work collaboratively with functional management and team members to agree on a vacation schedule that would have minimal impact on the project schedule. This approach allows for the necessary vacation time while still maintaining project progress and meeting project objectives. It is a proactive approach that involves negotiation and compromise to balance the needs of the project with the needs of the team members. References: Project Management Professional (PMP) Examination Content Outline, June 2015, PMI; A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, Project Management Institute, Inc., 2017.