This question fits the People domain because it deals with team expectations, communication, and continuous improvement. PMI's agile guidance identifies the sprint retrospective as a core Scrum ceremony used to inspect how the team is working and improve the process for future iterations. The concern raised here is not product scope or backlog prioritization; it is about an unrealistic expectation regarding day-to-day delivery output during a sprint. That kind of team-process issue is best discussed in the retrospective, where the team reflects on what is working, what is not, and what should change going forward.
Option A sends the issue upward without first using the team's own improvement mechanism. Option B is less suitable because the product owner focuses primarily on product value and backlog priorities, not team process expectations. Option D is weaker because sprint planning is for selecting and planning upcoming work, while process-improvement conversations are typically addressed in the retrospective. Therefore, the best PMP-aligned action is to discuss this in the next sprint retrospective meeting with the team.

According to the Professional in Business Analysis (PMI-PBA) Guide, stakeholder communication is the process of planning, managing, and monitoring the exchange of information among project stakeholders.
Stakeholder communication should be customized based on the stakeholders' needs, preferences, expectations, and level of involvement. In this scenario, the project manager should have customized stakeholder communications based on the key stakeholder's needs. This would have helped the project manager to keep the key stakeholder informed, engaged, and satisfied throughout the project, and to address any issues, concerns, or feedback that the key stakeholder may have. This would have also helped to avoid the situation where the key stakeholder rejected a feature deliverable due to lack of involvement or awareness.
Involved the key stakeholders in the decision-making process, analyzed the changes in stakeholder attributes, or documented the project vision and objectives are actions that should be taken as part of the stakeholder communication plan, not as a substitute for it. These actions do not address the root cause of the situation, which is the inadequate stakeholder communication. References: (Professional in Business Analysis Reference Materials source and documents) Professional in Business Analysis (PMI-PBA) Guide, Chapter 2, Section 2.4.1.1 A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter 10, Section 10.2.2.1 The Standard for Project Management - Seventh Edition, Chapter 3, Section 3.2.2.1

When facing the potential departure of a key team member during the last iteration of a hybrid project, it is important for the project manager to engage directly with the individual to understand their concerns and reasons for wanting to leave. This aligns with the PMI's guidance on stakeholder engagement and team dynamics. By having a meeting with the team member, the project manager can explore the underlying issues and work on possible solutions or contingencies that may persuade the team member to stay or ensure a smooth transition if their departure is inevitable1.
References:
PMI's "A Guide to the Project Management Body of Knowledge (PMBOK Guide)" PMI's "Business Analysis for Practitioners: A Practice Guide" PMI's "The PMI Guide to Business Analysis"