Date: 202009
Local time of day: 0601-1200
Location: ZZZ.Airport, US
Aircraft: Commercial Fixed Wing
Operator: Air Carrier
Operating under: Part 121
Flight plan: IFR
Mission: Passenger
Flight phase: Parked
ATC / advisory: Tower ZZZ
Reporter organization: Air Carrier
Reporter function: First Officer
Reporter qualification: Flight Crew Instrument; Flight Crew Air Transport Pilot (ATP); Flight Crew Multiengine
Human factors: Time Pressure; Communication Breakdown; Training / Qualification
Second reporter function: Captain
Anomaly: Aircraft Equipment Problem Less Severe; Deviation / Discrepancy - Procedural Published Material / Policy; Deviation / Discrepancy - Procedural MEL / CDL
Detector: Person Flight Crew
When detected: Pre-flight
Result: General Maintenance Action
Contributing factors: Environment - Non Weather Related; Human Factors; Company Policy
Primary problem: Human Factors

Narrative: During preflight inspection; I discovered a burned out navigation light on the right wing.  I informed the Captain.  The Captain notified maintenance of the issue and he was informed that Maintenance was on their way to the aircraft.  The Captain and I continued performing duties to prepare for departure.  We had signed fit for duty and received release 0.Maintenance came aboard the aircraft and proceeded to defer the navigation light; and returned the aircraft logbook to the Captain.  The Captain and I confirmed that the logbook was filled out correctly.  We then briefed the MEL; ran the originating and receiving checklist and the before start checklist; pushed back; and departed the gate.  We later noticed that we had received a message.  It was a message from Dispatch for amendment to the release for the addition of the MEL related to the navigation light.  We realized that we had failed to communicate with the Dispatcher to receive amendment to the release.Factors contributing to our error were external pressures to be on time; and also recency of flying for the Captain.  Maintenance was still on the aircraft within a couple minutes of departure time.  I definitely was influenced by trying to depart on time.  At the time; I felt that we were being thorough.  In retrospect; I could have slowed down and made sure that all necessary steps were completed even if we took another minute or two to depart the gate.  Prior to the flight we discussed the the fact that the Captain has not had much flying recently.  He explained that he had several phone calls with the company within the couple of hours prior to the flight to ensure that he met the recent flight requirements.  This also created external pressure for him.  Also; habits can degrade after being out of the flight deck for even a couple weeks and it can be easy to miss steps especially when a distraction such as a small maintenance issue arises.  Despite this; I as the First Officer should have been able to realize and correct our error.  To avoid similar future errors; it is important to slow down and take care of minor maintenance issues a step at a time to ensure that all necessary communications with the company are accomplished.  During future similar events; I will be more aware of communications from Dispatch about amendments to the release.  Perhaps creating cues to remind myself would be helpful (such as writing a note on a piece of paper and placing it between the thrust levers or over the MCDU).


Second narrative: I had a rough morning during my 2 hour call out sorting out landing currency as I was awarded this trip as well as unknown 'SIM Training' by Crew Scheduling. I asked if it was a currency SIM and the Scheduler had no idea. I went through my logbook and missed a small detail; causing emails and phone calls to go to multiple departments. The first call back from training informed me that my online training was expired (it is at the end of the month.) After the dust settled; I hurried my routine to get ready for my afternoon flight to ZZZ. I was going about my pre-flight duties a little slower than usual; but no issues. When the First Officer finished his walk around; he notified me that the RH navigation light was dead. I finished my current flow. I then wrote up and made the call about 5 minutes later; at XA:40 for a XB:00 departure. I finished my flow first because I had done the Standby Nav procedure over the phone multiple times. Maintenance asked when we were leaving over the phone. When I told him 20 minutes; he said he would send a guy out. So I put all checklists on hold and notified the gate agent. While at the top of the Jet Bridge; there was a guest who could not find his boarding pass. The agent said the passenger was acting weird and notified me that she would investigate if he returned. Later the gate agent came down to notify me that he was still acting strange; but didn't smell like alcohol and was polite. I notified my flight attendants saying that there was no 'issues' yet; but to contact me with anything related. It was now a minute before departure and maintenance had the logbook finished. He handed it back to me to look up the deferred item.  It was entered correct; I briefed the First Officer on the item quick. I then ran check lists starting with originating and receiving. Then we closed the door late. After pushing; we received the amendment release for the MEL in our ACARS. Causal Factors would be the excess of information and people that are needed when contacting certain departments. No departments are tied together. This process took an hour out of my work preparation time. This feeds into flight time and unknown delays. This information was given to me mid work day; if it is not processed today; I have to get up earlier than the offices open tomorrow to fly to a training event I don't need. Stress went through the roof. I then take a quick shower; have lost my time to cook or make coffee. Add that to recency issues; and I make mistakes on simple problems.


Synopsis: Air carrier flight crew reported not notifying the Dispatcher of a navigation light that was out of service.