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Given the project duration, I'd suggest a rolling wave approach as the likelihood of accurately depicting the details of that many activities over an 18 month period is low. Start at the milestone level and focus on activities for the near term at a detailed level.
I'd also suggest that you might use the integrated schedule for capturing the cross-workstream dependencies and leave the details for each workstream leader to work out themselves.
Finally, most scheduling tools (MSP included) will support cross-schedule dependencies so use a master schedule for the overall view and let the details be driven out from multiple child schedules.
Think of your project as a program with multiple projects. Make sure you define the responsibilities at the project and "program" level. As Kiron suggests, at the integrated level, you want to focus on the most important milestones, deliverables, risks, issues, etc. Leave the less priority ones to each project manager.
First thing is taking into account the approach you are using. But not matter that you have not to manage, you have to guide to the outcome. Because of that, to review and help on that, take into account summary activities, milestone and risk and issues to have to help to solve. All this can be done if you trust in your project managers and a transparency environment is in place.
It sounds like this is really more of a Program of many Projects. It might not have started that way, but it may be time to transition. Take a look at the Program Management standard as a starting point. Whomever is the "lead" Project Manager should deal with the integration aspects, and perhaps a Project or two, and let the other Project Managers juggle the rest.
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