B787 Dreamliner Undifferentiated or Other Model
Flight Crew Instrument; Flight Crew Air Transport Pilot (ATP); Flight Crew Multiengine
Flight Crew Last 90 Days 66; Flight Crew Total 5312; Flight Crew Type 400
Time Pressure; Distraction
Deviation / Discrepancy - Procedural Hazardous Material Violation; Deviation / Discrepancy - Procedural Published Material / Policy
Flight Crew Overcame Equipment Problem
Human Factors
I departed ZZZ without the final dangerous goods manifest. To my knowledge; we did not receive one. I did a communications uplink review and could not find the manifest. I do not know if Load Planning failed to send the manifest. We had a communications disruption from a maintenance issue that may have cleared the communications cache before we received it. We recognized the error in flight and had Load Planning send a copy. Regardless; the responsibility is mine to depart with a final Dangerous goods (DG) manifest. I received the planned DG manifest and placed it in my usual place as a reminder to get the final version before departure. My reminder failed. This is in no way an excuse for my error. For the record; the contributing factors follow.Threats.- Distractions. A maintenance issue to resolve an Autopilot Backdrive Wheel EICAS caution and status messages; plus accompanying Bank Angle Protection inop issue had three mechanics in my flight deck for 30 minutes; including a total power down of the aircraft. The resulting flow disruption had me out of my seat and out of pre-flight flows. The mechanics stated they needed boarding stopped and passengers seated for the power down. I was preoccupied coordinating with Customer Service and Flight Attendants on passenger enplanement to assist with the maintenance issue. As part of the power down of the aircraft; the interior would go (relatively) dark. When power was restored; it took several more minutes for the lighting configuration to reset before we could continue with boarding. I was also coordinating with dispatch as the maintenance action would produce MEL items.- Perceived time compression to get the flight out as close to on time as possible. We finally departed XA41 for a scheduled XA00 out time. When the mechanics completed maintenance; we had to redo the FMC initializations and accompanying preflight items. At this point; everything else was ready and departure depended on the flight deck to finish pre-flight procedures.- Fatigue. It was close to midnight; body time. Even though I rested before the flight and managed a brief nap in the early evening; I was tired. That may have contributed towards me missing the final DG manifest.Errors.- Failure to follow standard operating procedures. I did not get the final DG manifest before pushback as required by company procedures.- Failure to execute Crew Resource Management/Threat Error Management. I did not perform effective leadership and communications during the disruption to mitigate the potential for missing the DG manifest.- Poor task management. I tried to do everything to manage pre-departure issues. This trait was identified during LOE. Management.- Delegate. I need to better involve my other crew members. In retrospect; I should have asked one of my co-pilots to manage the cabin boarding/seating issues with the Flight Attendants and Customer Service.- Communicate. Ask other crew members to help remember the final DG manifest. I only mentioned the planned DG to the 'flying' PM. The relief PM was doing the walk-around. I did not ask them to help remember.- Change habit patterns. My preflight cues to remember the final DG manifest did not work. I need to come up with a new method.- Modify leadership methods. I need to revisit the LOE observation that I take too much on to myself and develop techniques to mitigate that leadership shortcoming.
B-787 Captain reported departing without the final Dangerous Goods manifest.