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

EVA is a method of measuring project performance by comparing the actual work done, the planned work, and the budget. It helps to determine the project's progress, efficiency, and profitability. EVA is a useful tool for agile projects, as it can provide timely feedback and allow for adjustments as needed12.
The other options are not as relevant or effective for illustrating the project's performance in an agile context:
* A. Results of the MoSCoW assessment: MoSCoW is a prioritization technique that helps to classify the project requirements into four categories: Must have, Should have, Could have, and Won't have. It helps to focus on the most important and valuable features for the customer. However, it does not measure the project's performance or progress3.
* B. Cost-benefit analysis: Cost-benefit analysis is a technique that compares the costs and benefits of a project or a decision. It helps to evaluate the feasibility and profitability of a project. However, it does not reflect the project's performance or progress, especially in an agile environment where the scope and requirements may change frequently4.
* C. Return on investment (ROI) analysis: ROI analysis is a technique that measures the profitability of a project or a decision by comparing the benefits and costs. It helps to assess the value and impact of a project. However, it does not indicate the project's performance or progress, especially in an agile environment where the benefits and costs may vary over time.

The project manager should communicate the current status of the project, including both the exceeded benefit expectations and the action plan for completing the pending functionalities. This approach ensures transparency with stakeholders and maintains their confidence in the project's progress. It also allows stakeholders to understand the context of the achievements and the steps being taken to address any outstanding issues1234.
References: This answer aligns with best practices in stakeholder communication, which emphasize the importance of clear, honest, and comprehensive communication about project progress and challenges. The PMBOK Guide and other PMI standards advocate for regular and effective communication with stakeholders to manage their expectations and keep them informed about the project's status1234.

According to the PMBOK Guide, the project manager should assess the required training per team member as part of the plan resource management process. This process involves identifying and documenting the project roles, responsibilities, skills, and competencies, as well as the training needs of the project team members.
The project manager should also consider the project life cycle approach, whether it is predictive, adaptive, or hybrid, and the implications for the team's knowledge and skills. The project manager should not coach, change, or deliver training to the team members without first assessing their training needs and gaps, as this may not be effective or efficient. References: PMBOK Guide, 7th edition, pages 307-308, 311-312.